How to build a strong company culture when change is coming

How do you keep a strong company culture during change?

By communicating early and honestly, letting leaders go first and holding on to your values even when much else changes. Involve employees, explain why the change is needed and follow up on how it is experienced.

Ever since ChatGPT broke through, many strong voices have spoken out about AI and its future impact on the working climate. While some argue that AI will hit hard and wipe out half of all entry-level roles and office jobs within just a few years, others believe it will take much longer and that the human factor will instead gain higher status in the workplace of the future.

At the same time, Randstad’s survey shows that more and more employees feel worried and uncertain about the future because of AI. And according to a new report from HR Dive, HR leaders identify company culture and employee engagement as the two biggest challenges ahead of 2026.

We don’t know exactly how, but we know for sure that AI will affect us. At Oddwork we see that companies that invest in their culture before change hits gain a decisive head start. The question is not whether change is coming, but how well prepared your organisation is when it arrives.

Why is company culture so crucial right now?

Company culture works as the organisation’s immune system against uncertainty. When external changes shake up industries and ways of working, culture becomes the stable force that holds employees together.

A strong company culture also creates resilience. Employees who feel secure in the organisation’s values and vision are more likely to embrace change rather than resist it.

How do you build employee engagement ahead of change?

Employee engagement during change requires transparency, involvement and clear communication. It is not enough to inform people about what is going to happen: employees need to understand why, and how they can contribute.

The first step is to create a safe space for questions and criticism. When employees feel they can voice concerns, ask questions and make suggestions in an open climate, they are more likely to engage in the change process.

A practical tool is to create culture ambassadors: employees from different departments who help spread and reinforce the culture. These ambassadors act as bridge-builders between management and employees and can pick up early signals if engagement starts to falter.

Regular feedback also becomes crucial. Monthly pulse surveys let you adjust course before small problems become big crises.

What concrete steps can you take today?

Waiting until change is here means acting too late. A strong company culture is built over time and requires consistent effort long before the crisis comes.

Start by mapping your current culture. What do employees say about the company when management isn’t listening? For today’s candidates and employees, a positive company culture and enjoyment at work are a hygiene factor and crucial for engagement. Use tools and surveys that let employees stay anonymous so you get honest feedback.

The next step is to define your desired culture clearly. Which behaviours should be rewarded? Which values should guide decisions when pressure increases? These cannot be vague platitudes; they must be concrete guidelines employees can use in their daily work.

Invest in leadership. In our years as an employer branding partner to successful employer brands, we have seen that companies with strong cultures always have leaders who live the values, not just preach them. Leadership development should focus on creating cultural role models at every level.

Finally, build the culture into every process. Recruitment, onboarding, performance reviews and promotions should all reflect and reinforce the culture you want to create.

How do you measure success in culture work?

Without measurement, culture work is just guesswork. Successful culture change requires both quantitative and qualitative metrics that give you the full picture.

Traditional employee surveys are a good start, but they are not enough. Add continuous pulse surveys that capture changes in real time. Questions such as “Would you recommend the company as a place to work?” and “Do you feel your values match the company’s?” give valuable insight.

Qualitative measurement is just as important. Regular focus groups and in-depth interviews help you understand why the numbers look the way they do. In our work with clients, we have noticed that the most valuable insights often come from informal conversations rather than structured surveys.

A powerful tool is to measure how well employees’ experience of the culture matches management’s intention. Big gaps here signal a need to adjust before the change arrives.

Frequently asked questions

Can small companies also work strategically with company culture?

Absolutely. Small companies often have the advantage of closer relationships and faster decision-making. The basic principles are the same (clear values, consistent communication and leadership that leads by example) but implementation can be more direct and personal.

What if employees resist the culture change?

Resistance is natural and often a sign that change is needed. The key is to involve employees in the process rather than impose change. Listen to their concerns, explain why the change is needed and show concrete benefits for them personally.

How does hybrid work affect the ability to build a strong culture?

Hybrid work requires more deliberate culture work, but it is entirely possible. Focus on digital touchpoints and virtual team-building activities, and make sure the culture is communicated clearly in every channel. Many companies find that hybrid cultures can even become stronger because they are forced to be more conscious and structured.

What role does employer branding play in culture work?

Employer branding and culture go hand in hand. Your employer brand should reflect your real culture, not a desired future picture. When the culture is strengthened from within, it becomes natural to communicate it externally, which attracts people who fit in and reinforces the culture further.

Want to strengthen your employer brand? Read more about how Oddwork works with employer branding, from analysis and EVP to campaigns and measurement.

FAQ

Frequently asked questions about company culture and change

How do you change a company culture?

Start with values and behaviours that management stands behind, make them concrete and follow up over time. Culture change often takes years, not months.

What role do leaders play?

A decisive one. Employees interpret the culture from what leaders do, not what is written in documents.

How does change affect the employer brand?

How you handle change is visible both internally and externally. Read more about company culture.