Corporate culture as an overlooked opportunity. Czech CEOs (so far) do not see it.

In a time when companies face constant changes, leaders are looking for new ways to maintain performance, innovate, and attract or retain key people. While there is an increasing discussion globally about corporate culture as one of the strongest growth tools, in the Czech Republic it often remains on the sidelines. Data confirms this as well. 

According to a recent PwC survey of Czech CEOs, only 5% of the leaders surveyed consider corporate culture to be the main growth opportunity in the next 12 months. Most are primarily focused on innovation, expansion, and technological development. Their biggest concern remains the lack of quality people. 

At first glance, this makes sense – but corporate culture can be one of the key factors in retaining quality people, attracting new ones, and supporting innovation and performance. Foreign leaders seem to realize this much more than their Czech counterparts. 

Research by the global consulting firm Spencer Stuart, which included more than 2,000 CEOs and top managers and 1,200 employees, shows a completely opposite trend. Up to 75% of leaders in the survey stated that corporate culture is a strategic priority for them in management changes. They view it as a crucial tool for adaptation, engagement, and the long-term performance of the company. 

Why is there such a difference in approach? In many foreign companies, leadership already understands that corporate culture is not just a "soft" topic for HR, but a key tool for strategic change. At Kogi, we often say that culture is the driving force of strategy. While strategy defines the direction on the map, culture is the engine that drives us forward on this journey. 
Thanks to a strong culture, companies can better manage digital transformations, respond more quickly to changing markets, and create an environment where people want to stay and perform at their best. 

"Many of today's CEOs in the Czech Republic were shaped by the communist era, when organizational culture was not discussed – because there was only one imposed from above. This has also affected the perception of culture as a topic at all. Just like the Dunning-Kruger effect, it often applies here that culture is talked about, but few leaders truly understand what it entails and why it is a hard business topic. If it is not managed at the leadership level of the company – it ends in unfulfilled goals and ambitions. Change is possible, but just like with other blind spots, it only happens through systematic education. In my opinion, it will take at least another 5 years for Czech company leadership to catch up with global standards,” comments Filip Černý, Partner at Kogi.  

In the Czech Republic, culture is often still seen as a "nice to have" – something that does not need to be addressed immediately, which is difficult to grasp or measure. However, precisely because of this, companies may miss the greatest opportunity: to create an environment that motivates, connects, and supports the fulfillment of the company's strategy and goals. 

Corporate culture does not mean benefits or slogans on walls. It is the way the company actually operates every day. It is reflected in many elements of the organization – from mission and values to organizational structure, leadership style, level of transparency, work environment, to communication practices and reward systems. 

Corporate culture has a direct impact on how well a company can adapt to changes, how effectively teams collaborate, what style of leadership prevails, and how attractive the company is to new talent. 

It is the everyday reality of how work is done, how communication occurs, and how decisions are made within the company. And this reality determines whether the strategy remains merely on paper – or transforms into actual results. 

Czech CEOs, perhaps it is time to change your perspective! Corporate culture is not a secondary topic. In today's world full of changes and uncertainties, it can be the very thing that determines whether your company will grow – or remain stagnant.