"Maintaining an effective culture is so important that it, in fact, trumps even strategy."
The first hurdle is acknowledging that culture can no longer be forged in the same way as it was in the office-centric model.
Be explicit and repeat often about the purpose and meaning of the organization.
It's not that company culture somehow goes away in a remote or hybrid context. Cultural beliefs and norms are still being created and reinforced, but they're not being guided by systems and routines that were previously established in the office. They're more open to change and subject to influences from new, non-work factors present in employees' day-to-day lives.Culture is evolving despite being remote and that organizations need to invest a substantial amount of time and energy into keeping their cultures on track or steering them in new directions. Organizations that fail to do the deep work required to rethink the transmission of company culture may well have unpredictable results.
Leaders can do nothing; work to craft new ways of reinforcing the existing culture; or capitalize on the shift to remote work to profoundly reset the culture.
Corporate culture, understood and employed correctly, is a powerful force. Though the ideal culture can be different for different people.
Institutional knowledge is lost due to staff turnover, retirement, and death. Therefore, generational culture carriers are required to make the relevant historical artifacts, values, and assumptions--especially the organization's character--known to new people.
Cultures have difficulty recovering from neglect. And widespread contagions don't help.
However you decide to address the realities of this remote work--corporate culture predicament, there's a lot at stake. So watch your step.