Culture is the invisible force that shapes how work gets done within an organisation. It influences everything—from decision-making and leadership behaviours to employee engagement and overall workplace well-being. But culture is not a rigid structure; rather, it is a dynamic construct that evolves with time and intentional effort.

In the latest episode of People Matters Unplugged, Prasad Menon, leader - people & culture at Amagi, engaged in a thought-provoking conversation and shared his perspectives on why organisations must move beyond static cultural frameworks and adopt a more fluid, adaptable approach that aligns with business goals and employee aspirations.

Defining and scaling organisational culture

The challenge of maintaining a strong cultural foundation grows as organisations scale. For Amagi, a global SaaS technology leader specialising in cloud-managed video infrastructure, rapid expansion during the COVID-19 period magnified the need for a structured approach to culture-building. The company experienced an exponential 10-fold growth, reinforcing the necessity of defining, embedding, and scaling cultural values across diverse teams and geographies.

Menon emphasised that organisations must codify their "cultural DNA" early on. This includes articulating core values, defining behavioural expectations, and creating a shared language that resonates with employees. However, these efforts should not remain confined to mission statements or internal memos; they must be ritualised across every stage of the employee lifecycle.

From onboarding to performance management, recognition programmes, and daily interactions, culture should be an active, lived experience rather than a passive concept. "Leaders must act as custodians of cultural values rather than mere transmitters of company directives," Menon explained.

The role of listening and measurement

To cultivate a thriving workplace, organisations must engage in active listening. Employees should have structured platforms to voice their concerns, aspirations, and feedback without hesitation. At Amagi, this commitment to deep listening is reinforced by technology. The company has implemented an AI-powered chatbot named Samb, which acts as a "listening manager," facilitating real-time employee feedback collection.

This tool ensures that concerns and suggestions are acknowledged and addressed within 15 days, allowing for a more responsive and agile work environment. "Culture is not just a feel-good factor—it must be measured and linked to results," Menon emphasised.

To track and optimise cultural impact, Amagi has developed a "happiness index" that measures employee well-being across financial, mental, and physical dimensions. By using data to evaluate cultural effectiveness, the organisation ensures that workplace culture is not just an abstract ideal but a tangible force driving business success.

Leadership and the pursuit of the happiest workplace

At the core of Amagi’s culture is a commitment to becoming "the happiest workplace in the world." This vision is driven by a leadership model that prioritises genuine care, consistency, and empowerment. Leaders at Amagi undergo a six-month cultural immersion programme designed to equip them with the skills needed to foster a safe, inclusive, and high-performing work environment.

Menon believes that freedom of expression is a critical aspect of workplace culture, as it fosters both innovation and inclusivity. "A strong culture doesn’t resist change—it facilitates it," he noted. Rather than enforcing rigid traditions, organisations should strike a balance between preserving their core values and adapting to evolving employee needs through structured feedback mechanisms and data-driven decision-making.

Key takeaways from the episode

• Culture as a foundation: A strong organisational culture differentiates thriving workplaces from those where employees simply complete their tasks without meaningful engagement.

• Scaling challenges: As companies grow, maintaining cultural integrity requires intentional efforts, including the codification and consistent reinforcement of core values.

• Ritualising culture: Ensuring that culture is embedded across onboarding, recognition programmes, and day-to-day experiences leads to a more cohesive employee journey.

• Deep listening matters: Structured feedback mechanisms, such as AI-powered listening tools, help organisations remain responsive to employee concerns and aspirations.

• Measuring culture: By linking cultural initiatives to business outcomes through metrics like Amagi’s "happiness index," organisations can ensure culture remains a top strategic priority.

• Leadership’s role: Leaders must act as cultural stewards, reinforcing values through actions rather than just words.

• Freedom and innovation: Organisations that encourage employees to express themselves freely create an environment conducive to creativity and inclusivity.

• Culture as a change enabler: A well-defined and adaptable culture does not hinder change; rather, it enables organisations to evolve and thrive amid shifting business landscapes.

Culture is an ongoing conversation, not a one-time initiative. As workplaces navigate change and expansion, the key to long-term success lies in fostering a culture that is dynamic, inclusive, and rooted in employee empowerment. Organisations that embrace this philosophy will be better positioned to attract and retain top talent while driving sustainable growth.

Prasad Menon’s insights serve as a valuable reminder that culture-building is not just about defining values—it’s about living them every day, measuring their impact, and evolving them in alignment with employee and business needs. In today’s ever-changing work environment, companies that prioritise cultural adaptability will lead the way in shaping the workplaces of the future.

As People Matters Unplugged Season 3 dives "From Inspiration to Action," we focus on turning strategic insights into tangible HR outcomes. Stay tuned for episodes that shape the future of work.