Business Culture: Generational Shift sees Value in Entrepreneurial Spirit

By Jordan Smith, Staff Writer

As Millennials leave post-secondary institutions and enter the workforce, they bring an entrepreneurial spirit that is transforming traditional business culture.  Tech giants such as Apple and Google have embraced this spirit and embody the future direction of corporate workplaces.

So what exactly is this new business culture?  In an interview with Arbitrage Magazine, Martin Zwilling, founder and CEO of Startup Professionals, Inc., suggests that it is rooted in a sense of pride for one’s work and the company at large.  “I think Apple has an image where they spread the message internally that ‘we’re changing the world, we are coming up with new and innovative things,’” he says.  Zwilling believes this attitude is a hallmark of the new business culture and creates a sense of involvement and passion about one’s work.

The internal promotion of a company’s unique and innovative qualities can result in an enhanced workplace culture.  “The people at Apple for example are all proud of their culture, they’re proud of their accomplishments, proud of their heritage and so they are probably more likely to stand up for what they believe in to try to reach for the good,” says Zwilling.

Not surprisingly, this workplace culture also impacts professional relationships between co-workers.  Dr. Manuela Priesemuth, Assistant Professor at Wilfrid Laurier University’s School of Business and Economics says that the shift in business culture impacts how individuals approach and deal with workplace conflicts.  Employees are in a much better position to navigate the many personalities and circumstances they are presented with on a daily basis.  “A lot of companies have now instituted ways to encourage people to anonymously write emails to ethics officers or HR people when you notice unethical behaviour in organizations or conflicts in the organization, you never have to be identified. They have taken a lot of action for people to feel more comfortable to speak up and reduce conflict,” says Priesemuth.

Overall, there has been recognition of the importance of engaging workers in a rewarding and fulfilling environment while maintaining an ethical workplace.  When asked why this shift has occurred in recent years, Zwilling said that the new business culture reflects the needs of the people.  “I think business culture has always been and still is a function of the people. In other words business is an inanimate object per se, so business culture reflects the current people culture,” says Zwilling.

Priesemuth also suggests that current business trends reflect workers’ values.  “Cultures are based on people, specifically peoples’ values and assumptions about a workplace. Cultures therefore change if people change their outlook and values on what organizations should look like,” she says.  When asked what precipitates change, Priesemuth says that transition can come through “things like external crises (e.g. financial breakdown), but those cases are more rare. What more often occurs are mergers and acquisitions which forces one company to adapt to the values of another. Different values would reflect different cultures.”

As with any significant shift in a culture, there are those who embrace transition and those who resist change.  “For some employees, it’s easy to adjust.  For others, it’s not and science would say that these people will eventually leave the organization,” says Priesemuth.  This suggests that shifts in business culture are not only shaped by the workforce’s perceptions, but also have the power to bring together workers who promote the culture and phase out those who do not.

Zwilling believes that the business sector is currently entering a phase where entrepreneurship is valued and promoted.  “I think [we’re] going through an entrepreneurial phase…We’re looking for people that add value and not feel like they’re robots who show up and can be replaced by a real robot tomorrow.  That doesn’t get you much of a sense of value.”  Entrepreneurship is now a major force in the economy and a catalyst for change in business culture.  “One of the reasons I’m such a big fan of entrepreneurs is that I think that’s bringing back the pride in the ownership and the direct connection of people in business and so I think it will help the business culture tremendously,” he says.

Challenging the Status Quo

Zwilling published an article entitled “10 Ways to Build a Business Culture like Apple” and says that the status quo should be challenged in the workplace.  “I think it can certainly and should apply to people in a firm.  The people have to take some ownership, responsibility and some pride in that company,” he says.

Weighing in on this topic, Priesemuth referred to her recent research findings.  “It actually depends on the work culture and climate to determine whether and when employees are more likely to challenge the status quo in times of conflict.  In other words, it depends on the values and underlying assumptions people in this workplace have.  I found that if the company values and cherishes fairness and moral principles in the workplace, employees are much more likely to challenge the status quo and try to resolve conflict.  So, this shows that certain work cultures are even more likely to resolve conflict than others,” she says.

Business culture cannot be defined as a fixed set of practices and policies, but rather a system in flux that reacts to both internal and external forces.  The current culture is taking great strides forward to deal with workplace conflicts and awaken a new generation to possibilities in the corporate world that extend beyond the nine-to-five grind huddled in a cubicle.

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Jordan Smith is a 4^th year History major at Wilfrid Laurier University and in addition to writing for Arb also contributes to the campus newspaper The Cord.