I work in the wine world, but today’s reflection isn’t just about wine. Because in this sector—like in any other—we tend to get obsessed with strategy: positioning, sales, marketing, product. I’m the first to admit it. It’s professional deformation.

But there’s something that, if left unchecked, can sweep all of that away: company culture.

Culture isn’t a pretty PowerPoint or a vinyl quote stuck to the wall at reception. It’s the blend of values, attitudes, habits, and ways of relating that define what a company really is. It’s the core. The way we live out the things we say in our storytelling and sales pitch.

And no, culture doesn’t change with a slogan or a flashy social media campaign. It takes work. It takes care. And above all, it takes being questioned.

Your Team: Your First Customer

Company culture isn’t measured by intentions—it’s measured by experiences. So maybe the big question shouldn’t be “how do we sell more?” but rather: how do the people who work with us feel?
Because in the end, they’re the ones who’ll help you sell more.

When we talk about culture, we’re really talking about this: the internal experience. About whether there’s alignment between what we say and what we do. Whether the team feels like they’re building something together—or just putting out fires like headless chickens. Whether their work has a real sense of purpose, beyond the daily grind.

This is where one of my favorite tools comes in: the employee experience map. It’s simple but powerful. It lets us visualize, step by step, what someone goes through within the organization—from the moment they consider applying, to their onboarding, development, growth… or departure.

It helps identify key moments like onboarding, role changes, feedback processes, decision-making, relationships with leaders, and more. But most importantly, it helps pinpoint friction points—those moments where the experience breaks down, motivation fades, or communication stops flowing.

And once you see those clearly, you can act. Not to patch holes, but to build an experience that’s coherent with the culture you want to create. Because the answers lie in your people—and in how you care for them.

Culture Is Flexibility (and Courage)

Changing a company’s culture isn’t a pretty side project to present in a couple of meetings. It’s a decision. A commitment to talent and to the long term.

That means questioning everything—and questioning everything means discomfort.

Because when you choose to care about your company culture, you have to face questions like:

• How much autonomy do we give?
• How do we communicate?
• Is there trust within the team?
• Do we value soft skills like listening, empathy, or time management?
• Is there room for mistakes?
• Are we retaining or draining people?

And yes, it also matters whether people can come to work in jeans or on a scooter, or whether remote work is an option. Culture is everything—form and substance.

Companies Without People Are Just Walls

Because culture lives in people. And one person alone can transform—or break—the dynamic of an entire team.

When someone feels like they belong, they contribute.
When someone feels part of something, they create.
When someone leaves because they no longer find meaning, it’s not just a resignation—it’s a warning sign.

Culture is what allows strategy to take root.
Without culture, strategy has nowhere to grow.