Have you ever wondered what organizational culture truly means? What comes to mind when you hear the term? is it rules, people, or values? Many often confuse culture with policies, yet the two are closely linked but fundamentally different.
Organizational culture is the shared values, beliefs, attitudes, and practices that define an organization’s personality. It influences how employees behave, interact, and deliver results. Policies, on the other hand, are the written frameworks that guide operations, the “how” behind daily decisions and procedures. But here’s the real question:
When looking for a job, what’s the first thing you check? Is it only the salary or job title, or do you also consider whether the company’s culture aligns with your values?
At the start of one’s career, many people, especially the youth, may not think about culture. The immediate priority, as Maslow’s hierarchy of needs reminds us, is meeting physiological and safety needs. However, as professionals grow, the importance of belonging, purpose, and self-actualization becomes evident and that’s where organizational culture plays a defining role.
The younger generation, Gen Z, is redefining workplace culture in remarkable ways. A case in point is Impact Africa Consulting Limited, where I take charge as the financial controller. Nearly 85% of our workforce comprises Gen Z professionals, and the company has witnessed firsthand the creativity, innovation, and resilience they bring. They are bold, passionate, and deeply driven by purpose. Often, all they need is the right opportunity, mentorship, and supportive environment to unlock their full potential. This clearly demonstrates that culture evolves with people, shifting with their mindset and values.
Have they influenced our organizational culture? Absolutely. We have embraced some of their ideas and perspectives, and we continue to create an environment that encourages innovation and fresh thinking. While we may not adopt every suggestion, we always seek a balanced approach, finding common ground that strengthens our culture.
Are there challenges? Certainly, every generation brings its own. But the real question is: How open are organizations to helping young professionals’ transition effectively into the corporate world?
Do organizations enforce policies rigidly, or do they evolve them to match emerging workplace dynamics?
This is where the “S” in ESG, the social pillar, comes alive. It is about how an organization promotes inclusion and empowers its employees. It’s about diversity, equity, learning, and engagement, the heartbeat of sustainability inside the workplace.
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Culture should not be a static concept confined to policy documents; it should be continuously monitored, reviewed, and improved. Policies should reflect not just compliance requirements but also empathy, inclusivity, and adaptability.
When developing or reviewing policies, do you involve your employees, your most important stakeholders? Or are these policies drafted in isolation by consultants behind laptops?
Meaningful stakeholder engagement, including staff voices, is central to creating policies that are practical, sustainable, and people centred. As Mary Kay Ash once said, “A company is only as good as the people it keeps.”
The “S” in ESG is not a soft metric; it is a measurable criterion that directly influences retention rates, employee satisfaction, innovation capacity, and long-term business resilience. Investors, regulators, and stakeholders are increasingly examining how organizations treat their people because a healthy culture signals stability, ethical leadership, and sustainable performance, all essential indicators of a company’s true strength.
Today, business success is not measured by financial performance alone. It is also evaluated through ESG, and ESG is not just about the environment or governance, it is equally about people. In essence, culture is the living evidence of social sustainability, proof that an organization understands that its greatest asset, and its truest measure of impact, lies in its people.