THE INFLUENCE OF CULTURE ON ORGANIZATIONAL SUCCESS

by Bill Carpenter

When it comes to what makes a group or organization thrive, four key ingredients often come into play: Culture, Circumstances, Commitment and Capital what I like to call the 4 C’s. While all are important, culture is the one that’s easiest to overlook and hardest to define, yet it quietly shapes everything else.

Culture, in simple terms, is “the way of life of a group of people” or as some might put it “the way we do things around here.” It reflects the shared values, behaviors, and unspoken rules that guide how people treat each other and how work gets done. It sets the tone. A healthy culture lifts people up. A toxic one wears them down. And because it’s often invisible, many leaders fail to address it—until it’s too late.

Let’s take a simple example. Imagine a small nonprofit that’s passionate about helping youth in the community. The mission is clear, the team is talented, and the funding is solid. But behind the scenes, staff feel left out of decisions, ideas are shot down, and burnout runs high. Despite good intentions and strong resources, the group struggles. Why? Because the culture stifles connection, creativity, and commitment.

Now contrast that with a local bakery started by two friends. They don’t have much capital, but they treat employees like family, listen to ideas, and share credit for success. The energy is positive, and people want to be there—even customers notice. That sense of belonging fuels loyalty and growth. Culture, not cash, is their biggest asset. Their focus on relationship and service will generate the profit so essential for business success.

One common mistake is letting culture evolve on its own. Often, it ends up reflecting the personalities or preferences of those in charge—especially the loudest voices or those most concerned with power. In these environments, people quickly learn the “rules”: go along to get ahead, don’t challenge the status quo, and definitely don’t rock the boat.

Over time, this can lead to disengagement, high turnover, or even collapse.

This is especially dangerous in a world where Circumstances— things like shifting markets, new technologies, and social change—are constantly in flux. To adapt, organizations need flexibility and innovation. A rigid, fear-driven culture will resist change and discourage the very ideas that could lead to growth.

Commitment—that deep, personal investment in a group’s success—doesn’t come from a job title or a paycheck. It comes from feeling seen, heard, and valued. People give their best when they believe in what they’re doing and know they’re part of an organization that respects who they are. Culture plays a huge role in fostering that belief. Without a sense of connection, commitment fades fast.

And of course, no organization survives without Capital— whether it's money, people, or resources. But smart investors and supporters don’t just look at spreadsheets. They want to know: What kind of culture are we buying into? Will this team attract and keep good people? Is the work environment healthy? Culture can be the tipping point between a risky bet and a wise investment.

At its core, culture is like an invisible current. It flows through every interaction, meeting, and decision. People pick up on it right away—whether they’re joining a team or visiting an office. Schools of fish and flocks of birds often move together in near perfect unison influenced by a similar unseen energy field that connects them. Some speculate that this behaviour is instinctive to help ensure the survival of the species. In humans I believe it is more to ensure the survival of the culture. You can feel when a place is open, encouraging, and respectful. And you can just as easily sense when it’s cold, tense, or hierarchical. We’ve all walked into spaces and thought: This feels good—or I don’t belong here.

The good news is, culture isn’t fixed. Because we’re thinking, feeling human beings—not just herd animals—we have the power to shape it. But it takes intention. The first step is awareness: What is the current culture, and how does it serve or hinder the group’s mission? The second is listening: What do people need to feel safe, energized, and motivated? And finally, comes alignment: How can we create a culture that supports both people and purpose?

This balance is where real success happens—not just in hitting goals, but in building organizations people believe in.

Over the years, I’ve developed a program to help both businesses and nonprofits build cultures that truly support their people and missions. I share more about this in my book, Awakening the Genie Within, but the message is simple: when people feel connected, respected, and empowered, great things follow.

Culture isn’t just part of the puzzle—it’s the backdrop against which everything else plays out. Get it right, and you’ll have a team that shows up with heart, energy, and creativity. Get it wrong, and even the best plans will falter.

So let’s stop treating culture like an afterthought. Let’s make it the foundation.

Bill Carpenter is a multi-talented trainer, speaker, singer, author and entertainer. He is a retired military officer. He has a degree in nuclear physics. He combines this with his interest in matters of the spirit to create courses which help people lead more fulfilling lives and to help organizations create cultures for success and ongoing viability.

awakeningthegeniewithin.com