Culture is Becoming a Buzzword: The Problem with Overusing the Concept in Companies

As a recruiter for the building products industry, I hear many clients talk about their workplace culture. “Culture this, culture that.” In the end, “Culture eats strategy for breakfast.” You’ve likely seen this quote plastered across motivational posters and keynote speeches in the corporate world. But here’s the problem: “culture” has become one of the most overused business buzzwords, thrown around in meetings and mission statements with little substance to back it up.

Today, many companies proudly claim to have a “strong culture,” but when you scratch the surface, you’ll often find that culture is less about deliberate actions and more of a description of the situation they happen to find themselves. How did we get here, and more importantly, how do we fix it?

Culture as a Convenient Excuse

At its core, organizational culture is supposed to reflect the shared values, practices, and behaviors that define daily life at an organization. However, in practice, many companies use the term casually, treating it as a catch-all to explain things going well—or, too often, as a shield against addressing deeper challenges.

A company might say, “Our culture values innovation” to explain why employees are encouraged to take risks. But flip the script. What if poorly structured processes and lack of guidance are pushing employees to improvise just to survive? That’s not a deliberate culture of innovation; it’s a culture born of disarray.

Similarly, a high-pressure work environment might be spun as a “culture of excellence” when, in reality, it’s causing burnout and frustration. Leaders double down on the idea that “this is just who we are,” masking organizational dysfunction with a value system that wasn’t intentionally built but rather stumbled into.

What Happens When Culture Becomes Superficial?

When companies treat culture as a static descriptor rather than an intentional strategy, it can have dire consequences for employees and the business overall. Here are just a few scenarios where the overuse of the term works against the organization:

1. Buzzwords Without Action - Companies love to tout workplace perks—think casual Fridays or office ping-pong tables—as evidence of their “fun and collaborative culture.” But when employees face lackluster leadership, unclear growth paths, or inequitable treatment, those surface-level perks don’t translate into real satisfaction or loyalty. A foosball table in the breakroom doesn’t erase a lack of psychological safety.
2. Miscommunication to Employees - A disconnect between proclaimed values and real-world behaviors sends employees mixed signals. A leadership team that preaches transparency but routinely makes decisions behind closed doors will erode trust. Declaring culture one thing while behaving otherwise can breed cynicism, disengagement, and ultimately turnover.
3. Blame Versus Accountability - Using culture as a crutch can absolve organizations and leaders from taking responsibility for systemic flaws. If high attrition rates are brushed off as a “bad culture fit,” it stops leaders from examining the very structure or policies at the root of the discontent.

How to Build a Sustainable Company Culture

To build and sustain a culture worth celebrating, companies must move past empty words and create meaningful practices aligned with their values. Here are some practical steps organizations can take:

1. Start Listening - Culture doesn’t happen in a vacuum or come from the top alone. It’s shaped by everyone in the organization. Conduct employee surveys, hold focus groups, and ask questions beyond the surface to truly understand what drives engagement and friction within the organization.
2. Set Clear, Shared Values - Crafting a set of core values is more than coming up with inspiring words for the company handbook. These values must guide decisions, hiring practices, and how people are treated at every level. For example, if "collaboration" is a key value, ensure teams have the tools and time to work together effectively, rather than rewarding only individual achievements.
3. Reward What You Value - Employees quickly learn what matters to an organization based on what gets rewarded, both formally and informally. If innovation is valued, recognize employees who bring forward bold ideas—even if those ideas fail. Align performance metrics with the stated culture to bridge any gaps between intent and reality.
4. Hold Leadership Accountable - Leaders set the tone for culture more than anyone else. It’s not enough to preach values; leadership must embody them. When behaviors clash with stated values, it’s essential to address those lapses swiftly—regardless of someone’s title or seniority.
5. Evolve - Culture isn’t static or a sprint; it is evolving and more like a marathon. Saying, “This is who we are” and leaving it at that stops growth in its tracks. Be prepared to revisit and refine practices as the company grows and diversifies. Recognizing when the culture needs to adapt is a sign of strength, not weakness.

Conclusion: Culture is a Living System

Culture isn’t a buzzword or a label; it’s a living, breathing system that requires careful nurturing. Companies that treat it as an afterthought—or worse, as a convenient excuse—do so at their own peril. Employees can see through shallow claims, and dissatisfaction can spread quickly when leaders fail to build and act on real values.

Ultimately, organizations must take workplace culture seriously—not as a marketing tagline, but as the foundation for everything they do. This means aligning actions with words, listening to employees, making concrete changes, and staying committed to growth. A thriving workplace culture isn’t something you inherit or declare—it’s something you build, one day and one decision at a time.