Kerrie Smit
- May 3
- 5 min read

Cultural Alignment: Navigating Organisational Harmony

Whether it has been influenced intentionally or not, every organisation has a culture. And in today’s interconnected business landscape - featuring employee mobility on a global scale - cultural alignment is more critical than ever. You may have seen our article Creating a change-ready culture in which we provide insight as to how to create a culture ready to accept change.

In this article we look at culture more broadly. Organisations that foster alignment between their stated values, beliefs, and practices create a cohesive environment where employees feel safe and see career opportunity. In these environments employees are good to customers, productivity soars, and innovation flourishes. So what is it about just being 'aligned' in organisational culture that creates these benefits, and what are some practical strategies for achieving alignment?

What Is Cultural Alignment?

An organisation's culture is sometimes expressed as 'how we do things around here'. This takes in the shared norms, beliefs, and behaviours regularly demonstrated by its employees. Cultural alignment refers to the congruence between an organisation’s culture and its strategic goals. When these elements align, employees feel a sense of purpose, commitment, and belonging. Conversely, misalignment can lead to confusion, disengagement, and inefficiency.

The Importance of Cultural Alignment

A culturally aligned workplace fosters higher employee engagement. When employees understand the organisation's values, they have the opportunity to assess them against their own values, and personally 'invest' in the organisation's purpose. When employees resonate with the organisation’s values, they're more likely to bring positive energy and creativity to their work.

Organisations with a strong cultural identity attract like-minded individuals. Employees who fit the culture tend to stay longer, reducing turnover costs. High turnover rates can have significant financial implications for organisations, including costs associated with recruitment, training, and lost productivity. In Australia in 2023, data on employee turnover by industry showed some concerning figures for some industries. In Construction, the turnover rate was 54%; Manufacturing 37%; and Trade, Transportation, and Utilities showed 49% employee turnover.

Cultural alignment is essential for building exceptional products, services and brands because teams that are aligned on purpose collaborate effectively, leading to improved performance. When everyone pulls in the same direction, productivity increases. A culture that encourages experimentation and risk-taking fuels innovation. Aligned teams feel safe to explore new ideas.

Strategies for Achieving Cultural Alignment

We know that organisations can't simply dictate their culture. Some theorists would go so far as to argue that culture adjusts slightly with each new hire who joins the organisation: in other words that organisational culture is the sum of the parts. If this is the case, an organisation's culture needs constant reinforcement. So how can organisations work towards expressing their target culture and achieving cultural alignment?

This is a whole field of specialisation, and can take an in-depth study months of work to determine for an individual organisation. However, some general tips follow as to the key success factors involved in creating cultural alignment and navigating organisational harmony.

Define Core Values: Start by identifying the fundamental values that drive your organisation. These might include integrity, customer focus, or continuous learning. These are the values that are material to how the organisation does business, its lines of product and service, the way it operates and the customers it attracts. Communicate these values consistently.

Leadership Role Modelling: Leaders must embody the desired culture. Their actions speak louder than words. When leaders consistently demonstrate alignment, it sets the tone for the entire organisation. I've worked at a few organisations that claimed to be customer focussed, but in which leaders failed to understand the customer value chain, and therefore did not demonstrate service to internal customers. This means that when employees have a customer on the end of the telephone, they don't necessarily feel supported in providing the great customer service their supervisor is asking them for.

Communication: Regularly communicate the organisation’s mission, vision, and values. An organisation’s mission is a concise statement that captures its fundamental purpose. Its vision is an aspirational description of what it aims to accomplish mid to long term. As mentioned above, values are the fundamental principles and beliefs that steer it's operation. Being clear with employees about the mission, vision and values is the first step to enabling employees to align on them. Use stories, town halls, and internal communication channels to promote and sustain alignment.

Hiring for Fit: During recruitment, assess candidates not only for skills but also for cultural fit. One organisation I worked for employed the 'barbecue test' to screen for how personable was the potential hire, how well they fit with others and could get along. However with all things alignment, organisations need to maintain consistency. This was the same organisation that, months later, misdiagnosed some serious workplace toxicity and botched-up dealing with it by undertaking knee-jerk contract terminations. At hiring stage, organisations should include asking behavioural questions that reveal alignment with their values.

Feedback and Recognition: Recognise and celebrate behaviours that align with the desired culture. Where it comes to behaviours, you tend to get more of what you notice - of both wanted and unwanted behaviours. Amp up the attention on aligned behaviours and consider using constructive feedback to address any misalignment.

Training and Development: Invest in training programs that reinforce cultural alignment. Undertake the detailed work that shows throughlines from values to mission to vision and incorporate these throughlines wherever possible in the training programs provided to employees. Teach employees how to live the values in their daily work. Fold values alignment into personal development plans and screen external training and development opportunities heavily for cultural fit.

Metrics and Measurement: The phrase “What gets measured gets managed” is a popular quote attributed to management consultant Peter Drucker. Its popularity comes from its common sense. As with any change, organisations need to understand the baseline to assess the growth. But also if organisations are measuring employee performance generally, measures need to align with the organisation's objectives. Because people will spend time on the activities that are measured. Organisations can also develop metrics to assess cultural alignment. Employee surveys, turnover rates, and performance indicators can provide valuable insights.

Case Study: A recent encounter

I recently dealt with an organisation for which integrity was an uppermost value. Confidentiality and managing conflicts of interest are of such importance to this organisation, that where an associate came forward with a conflict of interest in relation to taking a potential opportunity, they would still be compensated for the missed opportunity as if they had actually performed the work. This is true cultural alignment that demonstrates from the top the organisation's values at work.