The Culture-Strategy Disconnect

In recent months, I've found myself reflecting deeply on what organizational culture truly means. As the co-founder of a communications agency in the midst of a strategic transformation, I've witnessed firsthand how culture can either accelerate or hinder business evolution.

Over the past 18 months, our agency has been actively transforming from an exceptional communications firm to a strategic consultancy – a shift that has fundamentally changed our client portfolio as well as the core talents required within our team. During this transitionary period, we experienced an unexpected insight into culture through departing team members' observation that "the culture had changed." This comment was particularly thought-provoking because their definition of culture – primarily centered around office social life – differed markedly from the intentional culture we had worked so hard to build. It highlighted a critical challenge many leaders face: the gap between social culture and strategic culture. 

When these departing team members spoke of culture changing, they were referring to the informal social fabric of the workplace – the friendships, the after-work gatherings, and the casual office interactions. Whilst these are undoubtedly important elements of workplace life, treating them as the foundation of company culture can be a costly mistake, particularly in today's rapidly evolving business landscape. 

Tara Rogers-Ellis, co-founder of Mojo.

What many overlook is how intimately culture and business strategy are intertwined. When we shifted from executional to strategic work, this wasn't just a service offering change – it demanded a fundamental shift in how we think, operate, and deliver value. Moving from tactical execution to strategic consultation required different thinking patterns. Project-based teams evolved into long-term strategic partnerships. We needed enhanced analytical capabilities and deeper diagnostic skills. Most significantly, our client relationships transformed as we moved from service provider to trusted adviser. 

The Power Of Alignment

The relationship between strategy and culture is fundamentally symbiotic, each element strengthening and shaping the other. While strategy charts our course and defines what we aim to achieve, culture determines how we work together to get there.  

When strategy and culture align, they create a powerful force that drives an organization forward. Teams understand not just what they're working towards, but how to work together effectively to achieve it. This alignment becomes a significant competitive advantage, enabling faster decision-making and more effective execution. 

Building Inclusive Excellence

Beyond the visible aspects of workplace interaction lies the true essence of our culture. We've intentionally created an environment where genuine inclusion thrives – not as a policy statement, but as a living practice. This means actively embracing different thinking styles, including team members with attention-deficit/hyperactivity disorder (ADHD) and dyslexia who bring unique problem-solving approaches and innovative thinking to challenges. It means bringing together different nationalities, backgrounds, genders, and ages across all levels of the organization. 

Success in our evolving business demands diverse thinking and varied approaches to problem-solving. We've built a space where learning and growth accommodate different working styles, where making mistakes is seen as a natural part of development. Our relationships are built on trust rather than surveillance, treating everyone as capable adults who can manage their own work and growth. 

Nurturing Growth And Development

Mentorship is central to our approach, but it's not one-size-fits-all. We tailor developmental opportunities to individual needs and strengths, understanding that career paths develop at different paces.  

Some sprint, others take a more measured approach – both are valid and valuable. This supportive ecosystem nurtures talent in all its forms, creating space for each person to grow and contribute in their own unique way, while working together towards shared goals. 

Leading Through Transformation

Our ongoing transformation is demanding new ways of working and thinking. We're finding ourselves increasingly drawn to people who are comfortable with ambiguity and complex problem-solving. The pace of our work is shifting from rapid execution towards more thoughtful strategy development, while our client interactions are becoming increasingly senior and consultative. This evolution is being enriched by our team's varied perspectives and experiences, as our success metrics transform from tactical deliverables towards strategic outcomes. 

In markets like the Middle East, where business transformation is happening at an unprecedented pace, understanding the relationship between strategy and culture becomes even more critical. The region's unique blend of traditional values and rapid innovation demands a particularly nuanced approach to cultural evolution. 

Measuring Cultural Impact

The impact of culture on business performance manifests in tangible ways: through talent retention and acquisition costs, innovation outcomes, client satisfaction and retention rates, team productivity, and the speed of strategy execution. Culture isn't just about creating a pleasant workplace – it's about building an environment that enables business success. 

Understanding culture as a dynamic force rather than a fixed set of characteristics helps organizations navigate change more effectively. While social connections at work are valuable, a truly strong culture runs deeper – it's about creating an environment where people of all backgrounds, thinking styles, and perspectives can grow, contribute, and find meaning in their work while delivering on the organization's strategic objectives. 

When team members understand the “why” behind cultural evolution, and see how it connects to the organization's strategic direction, and, more importantly, see themselves represented and valued in that future, they're more likely to become active participants in shaping and strengthening that culture. This participation, ultimately, is what transforms good strategies into great achievements. 

Author Bio

Tara Rogers-Ellis is the co-founder of Mojo, a strategic communications consultancy in Dubai, London and Riyadh. Established in 2009, the agency helps organizations enter the Middle East market as well as navigate complex business transformations through strategic communication.