We have long known from numerous studies and concrete examples: A healthy corporate culture is not only beneficial for employees, but also has a positive impact on a company’s financial ability by increasing employee retention and satisfaction, promoting innovation and making the company attractive to talent. In this respect, a positive corporate culture can serve as a driving force for the organization.

However, this development continues to pose major challenges for many companies. A purpose-led corporate culture cannot simply be imposed from above. It is also far from enough to simply define the values that stand for a certain culture in the company and communicate them internally and externally. Cultural change is an iterative process, which is usually best achieved through targeted measures and interventions.

A true value-based corporate culture emerges only when the essential structures, processes, and practices within a company are aligned with the collectively defined cultural values in everyday work life. At this point, a cohesive, self-reinforcing system develops within the company, where values are not merely lip service but are emotionally understood, deeply internalized, and actively lived. Cultural values become more than formal declarations; they become an integral part of how all employees think, feel, and act. We have outlined how this can be achieved in our white paper.