Organizational Culture by Design or by Default?

Why It Matters If You Want Different Results

We seem to be entering yet another phase of impact stemming from the COVID-19 pandemic. As organizations review their financial results—often revealing stagnation or decline—we are once again seeing tough decisions being made across sectors. Layoffs, sometimes massive, have become part of the landscape.

I wrote a blog post some time ago about how gut-wrenching it can be for a leader—especially one who remains in touch with their human side—to let go of talent in order to ensure the survival of an organization. Setting the emotional aspect aside for a moment, I have been noticing something else: a resistance to change, and by extension, a resistance to innovation.

I hear leaders say they want and need to innovate in order to survive uncertain months ahead and secure the future of their organization. And yet, I am not seeing the actions that would demonstrate this willingness. As a self-professed innovator and a recent graduate of a world-class program in innovation and design thinking, this observation puzzles me. To me, it speaks loudly about organizational culture.

In short, it tells me whether an organization has a culture by design, or whether it is operating within a culture by default.

What Do I Mean by Organizational Culture by Design?

I am not only a believer in fostering an organizational culture by design; I am also a strong proponent of it. The topic has been very present for me recently, particularly as I had the opportunity to host a dialogue on the subject with Janna Hare (Spark Leadership) and Dr. Mario Chiasson (District scolaire francophone Sud).

Creating an organizational culture by design means being intentional about the behaviours and practices that are put in place—and reinforced- within an organization. As leaders, we not only influence organizational culture; we own it.

When culture is not actively examined, it becomes a culture by default. Something intangible that surrounds everyone, yet is rarely named or questioned. Over time, this leads to tolerance rather than accountability.

Are people notoriously late to meetings? Does the organization claim certain values while everyday practices contradict them? How often do we hear “it’s just always been done this way” when questioned about a behaviour or decision?

These are not trivial details. They are cultural signals.

Some might argue that there are more pressing matters than addressing organizational culture, especially during times of uncertainty. I would argue that culture is so fundamental that it often becomes the decisive factor between success and failure.

If You Want Different Results, You Need Different Ways of Doing Things

COVID-19 took the world by surprise. It was a punch in the face. And guess what? It is far from being the last punch we will experience in the years to come.

I am not being pessimistic as I write these words—just factual.

The world has been evolving for decades, but the pace of change we are now witnessing can be mind-boggling. As these changes unfold, we have no choice but to adapt. More importantly, we need to start planning and experimenting now if we want to compete—or better yet, remain relevant—in tomorrow’s marketplace.

So why are so many organizations still trying to do the same things, in pretty much the same way, often with fewer resources, while the world around them is changing?

There are well-known examples of organizations that pivoted successfully because they paid attention to what were often subtle signals of change. They noticed trends, experimented early, and allowed themselves to rethink their business models before being forced to do so. This did not happen by accident. It was made possible by an organizational culture that allowed questioning, ideation, and prototyping.

When Organizational Culture Becomes the Real Barrier

Earlier, I mentioned the resistance to change—and, by default, to innovation—that I am observing. For some, innovation seems to mean a new app, a new tool, or perhaps a new method. These can certainly be forms of innovation, but they are often incremental.

What is required of organizational leaders today goes beyond that.

The real question is this: How do we compete for the future?

If you are currently asking yourself how to transform or pivot your business model, you are on the right track. That line of thinking is not only about navigating current challenges; it is about ensuring long-term relevance. And it is deeply connected to organizational culture.

Be cautious when you hear statements such as:

“This will never happen in our industry.”“

We’re protected because…”“

That might be true elsewhere, but not here.”

“You don’t understand how our organization works.”

These are red flags. They point to an organizational culture that exists by default, where leaders unconsciously choose the status quo over intentional change.

Culture Sets the Pace

As a leader within a social impact organization, I understand all too well the challenges that lie ahead. Resources are limited. The pressure to deliver is constant. Even with the best intentions—and even within an organizational culture that values innovation—there are moments of discouragement.

What I continue to learn, however, is that when intention is clear and culture is intentional, support tends to appear. People show up. Connections are made. Momentum builds.

Organizational culture sets the pace. It influences how quickly we move, how boldly we experiment, and how well we navigate uncertainty.

So yes—it matters greatly that we pay attention to organizational culture. Because it is culture that ultimately enables us to move forward, and to reach our destination with far greater clarity and purpose.