In today’s dynamic work environment, where remote, hybrid, and in-office setups co-exist,
scaling and maintaining a strong company culture is more challenging than ever. High
performance companies know that a thriving culture is not just a nice-to-have; it’s a
strategic imperative.
Recently, we gathered the people leaders from our portfolio for a lunch and learn session,
featuring Dave Carhart, a fractional Chief People Officer and strategist. The discussion
highlighted practical insights for scaling companies:
1. Informal Structures: Culture is not about what is written in the handbook but about
the lived experience within the company and how people interact with each other
on a daily basis.
2. Accountability and Connection: A healthy culture should also drive business
outcomes. The deepest connections are built through vulnerability, trust, and
mutual accountability for results.
3. Inclusive Leadership: Involving all leaders in shaping the culture and setting clear
expectations about leadership roles is critical. While founders establish the “DNA”
of the culture at launch, as the company grows a much larger set of leaders have
meaningful impact on employee engagement and experience.
4. Hiring from Within: Internal growth and promotions are a key source of talent and
replicating culture. But choose wisely – these choices send a powerful message
about what behaviors leaders value.
5. Hierarchy and Growth: Companies need to balance topdown structures with those
that are flat, open and collaborative. Creating a skills matrix and promoting
transparency about your approach to leveling and titles can help (in fact, some
Galvanize portfolio companies don’t use formalized titles!).
6. AI Integration: Using AI for training, role-playing, and drafting competencies can
improve efficiency and impact. People leaders should expect their HR tech stack to
effectively integrate AI capabilities while embracing personal experimentation with
AI tools.
7. Psychological Safety and Community: Fostering psychological safety and
community for all employees is essential, but nuances for different demographics
should be taken into account. For example, recent graduates (who could be working
remotely for the first time), may need particular support in how to effectively ask for
help from mid-level or senior employees.
We also examined different approaches that companies in Galvanize’s portfolio have enacted.
Here are some real-life examples of culture building strategies through which our portfolio
companies have found success:
1. Hybrid Team Activities: Organizing activities like playing video games in the office
or virtually on Fridays, open lunch hours with executives, hosting town halls, etc.,
all can foster relationships and inclusivity among virtual and in-office employees.
2. Volunteering and Engagement: With relatively little to no budget, employees in
remote hubs are encouraged to volunteer together during a workday, fostering
bonding and promoting community involvement and mission orientation.
3. Ice Breakers: Using ice breaker questions with new employees that get sent across
the organization like “tell us something shocking about yourself” or “two truths and
a lie” can help new employees integrate.
4. Customer Connections: Highlighting how employees contribute to the mission
through customer interviews and mission-related events strengthen their
connection to the company.
5. Leadership Training: Engaging leaders in content creation encourages buy-in and
commitment to the training program, in addition to forgoing the costs associated
with hiring a 3rd party vendor.
6. Tackling Generational Diversity: Active slack channels for employee groups by
generation (e.g. gen z) for one company to celebrate generational diversity
and a way for employees to understand each other better.
The practical strategies implemented by our portfolio leaders, from leveraging informal
structures to integrating AI, are turning cultural challenges into strengths. As Dave shared,
“a strong culture isn’t just created once—it’s built daily, with continuous innovation and a
willingness to question assumptions.” The entire company, not just HR, needs to take
ownership of the culture, but a strategic people function is a critical enabler.