Suhrid Chaudhuri, Co-Chief People and Culture Officer, Al Ghurair.When we hear the word ‘campaign,’ we often think of advertising a polished message, a push to shape public perception. Perhaps the most powerful campaign any organisation can run is the one inside its own walls.
Culture is the campaign, not just a slogan on the wall. It’s how people feel, act, and connect every single day. A campaign succeeds not because people see it, but because they believe it and live it. Culture is no different.
A culture that exists only in corporate brochures is meaningless; however when employees embody it, when they share the purpose and values, it often becomes far more powerful than any external message money can buy.
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Culture inside and out
The line between internal and external branding have been blurred. Today, employees are now the most credible ambassadors of a brand. It is about their lived experiences, what it feels like to work in the company, to belong, to contribute, and to shape how customers, partners, and communities view the organisation.
That’s why culture is no longer a ‘nice-to-have.’ It is a campaign in itself, and it works best when people share it authentically, not because they’re told to, but because they believe in it.
Externally, a brand promise is only as strong as the culture that backs it up internally. Stakeholders today can spot a disconnect instantly. The answer is in authenticity: give employees real experiences that align with the values you promote externally. When people feel the culture, they naturally share it with credibility.
Leadership and belonging
Culture is not created in boardrooms alone. It is co-created by people and lived in how they act, interact, and deliver every day. People’s voices – their experiences, ideas, and behaviours – shape what culture feels like on the ground. For culture to be strong, these lived expressions must align with the organisation’s strategy and values. They appear in the daily artefacts of work – how meetings are run, how recognition is given, how decisions are explained, and even the language colleagues use with each other. Over time, it is the consistency of these lived expressions, more than occasional big initiatives, that builds trust, belonging, and pride.
At the same time, this cannot be delegated. Leaders set the tone, not just in words but in action. People notice how leaders respond to pressure, how they make decisions, and how they treat their teams. These small, everyday choices either reinforce or erode culture, and leaders must model the behaviours they expect from others – consistently and visibly.
Evolving in times of change
The real test of culture comes in times of stress: leadership shifts, strategic pivots, or external disruption. In such moments, these values must be the compass that guides decisions. Strategy sets the direction, but culture is what delivers it with conviction and trust.
For a new generation of talent, culture must honour the past while preparing for the future. It is not about clinging to legacy but respecting it and building on it to stay relevant. Culture is not archaic; it must evolve continually, without losing its roots, to turn turbulence into opportunity and ensure long-term success.
Culture as a strategic advantage
Neglecting culture is as dangerous as neglecting business strategy. It’s is not ‘soft’; it is rooted in strategy and is a business tool that fuels execution. It can and must be measured objectively and continuously. At Al Ghurair, our recognition as a Top Employer for three consecutive years and our Great Place to Work certification affirm that we are on the right path. Yet culture is never a finished project – it is a constant journey.
The best campaign any organisation can run is the one its people carry with them and live every day.
By Suhrid Chaudhuri, Co-Chief People and Culture Officer, Al Ghurair.
