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. Highperformance companies know that a thriving culture is not just a nice-to-have; it’s astrategic 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 discussionhighlighted practical insights for scaling companies:1. Informal Structures: Culture is not about what is written in the handbook but aboutthe lived experience within the company and how people interact with each otheron a daily basis.2. Accountability and Connection: A healthy culture should also drive businessoutcomes. The deepest connections are built through vulnerability, trust, andmutual accountability for results.3. Inclusive Leadership: Involving all leaders in shaping the culture and setting clearexpectations 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 havemeaningful impact on employee engagement and experience.4. Hiring from Within: Internal growth and promotions are a key source of talent andreplicating culture. But choose wisely – these choices send a powerful messageabout what behaviors leaders value.5. Hierarchy and Growth: Companies need to balance topdown structures with thosethat are flat, open and collaborative. Creating a skills matrix and promotingtransparency about your approach to leveling and titles can help (in fact, someGalvanize portfolio companies don’t use formalized titles!).6. AI Integration: Using AI for training, role-playing, and drafting competencies canimprove efficiency and impact. People leaders should expect their HR tech stack toeffectively integrate AI capabilities while embracing personal experimentation withAI tools.7. Psychological Safety and Community: Fostering psychological safety andcommunity for all employees is essential, but nuances for different demographicsshould be taken into account. For example, recent graduates (who could be workingremotely for the first time), may need particular support in how to effectively ask forhelp 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 portfoliocompanies have found success:

1. Hybrid Team Activities: Organizing activities like playing video games in the officeor 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 inremote hubs are encouraged to volunteer together during a workday, fosteringbonding and promoting community involvement and mission orientation.3. Ice Breakers: Using ice breaker questions with new employees that get sent acrossthe organization like “tell us something shocking about yourself” or “two truths anda lie” can help new employees integrate.4. Customer Connections: Highlighting how employees contribute to the missionthrough customer interviews and mission-related events strengthen theirconnection to the company.5. Leadership Training: Engaging leaders in content creation encourages buy-in andcommitment to the training program, in addition to forgoing the costs associatedwith hiring a 3rd party vendor.6. Tackling Generational Diversity: Active slack channels for employee groups bygeneration (e.g. gen z) for one company to celebrate generational diversityand a way for employees to understand each other better.The practical strategies implemented by our portfolio leaders, from leveraging informalstructures 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 awillingness to question assumptions.” The entire company, not just HR, needs to takeownership of the culture, but a strategic people function is a critical enabler.