Culture is rapidly becoming a differentiator in business. We’ve historically thought of it as a means to attract talent. Increasingly it’s a way to attract customers too.
This opportunity to have Culture drive customer acquisition will bring into very sharp focus where – and who – in the C-suite should be held responsible and accountable for creating and nurturing culture.
My admiration for Challenger brands—brands that look squarely in the eyes of the incumbents, the Goliaths of a category, and say “There is a better way and here it is”—stems from a discipline and devotion to their Purpose that isn’t swayed by fashion, trend or whim. They remain focused on the reason their founders began the company to start with.
Disturbing employee quotations
“He would find a hole in the data and then explode.”
“I would see people practically combust.”
“There are so many people running for the door not just because the ship is sinking, but because the captain of the ship is screaming at them, blaming it on them, and telling them it’s their fault.”
“The joke in the office was that when it came to work/life balance, work came first, life came second, and trying to find the balance came last.”
“You learn how to diplomatically throw people under the bus.”
You might be excused for thinking these quotations stem from some terrifying, corporate Ayn Rand winner-takes-all hell-hole where fear, intimidation, and bullying ruled the day. Ironically, these quotations come from employees of two of the most famous retailers on the planet.