The 2021 Global Organizational Culture Survey, which surveyed 3,200 global professionals and leaders, reveals that 67% of participants consider culture more important than strategy or operations. However, there is a growing disconnect between what leadership advocates in terms of culture, especially regarding diversity, equity, and inclusion (DEI), and what employees actually experience.
This disparity can hinder companies’ ability to attract and engage talent, highlighting the need to genuinely incorporate DEI values into cultural practices. Building an inclusive culture, where people feel safe and authentic, requires high levels of trust, which is increasingly challenging in an ever more digital environment.
According to Alexandre Slivnik, an expert in service excellence and vice president of the Brazilian Association of Training and Development (ABTD), organizational culture, when inserted honestly and transparently, has proven to be one of the main factors in customer loyalty and creating true brand fans. “Companies that invest in building a solid corporate culture can turn customer service into a competitive advantage, promoting satisfaction, and above all, enchanting the customer,” he says.
The importance of this process is reflected in Digital Transformation. According to the Brazil Digital Transformation Index (ITDBr), the people and culture dimension, with a score of 3.4 on a scale of 1 to 6, is identified as the biggest obstacle to digital advancement. CEOs implementing generative AI, for instance, believe that the technology will increase work efficiency, but employees remain skeptical, with only 43% in Brazil expecting productivity improvements in the next five years. To overcome doubts like these, it is essential for corporations to promote transparency and involve their employees in the technology adoption process, creating a culture of innovation based on trust and active participation.
This concept has been increasingly debated in the market. “Many companies expect miracles to start enchanting customers overnight, but in the long run, technique alone is not sustainable. It is necessary to understand purpose, culture, and leadership to generate enchantment, which is the consequence,” he explains.
Customer enchantment, according to Slivnik, is the result of a process that begins at the core of the company. He argues that engaged employees who share the organization’s purpose are the key to creating a service experience that exceeds expectations. The author organizes these concepts into four fundamental pillars, described in his book (“The Power of Attitude“): Purpose, Culture, Leadership, and Enchantment. In it, the expert maintains that these foundations can be applied to any business, regardless of size or sector, resulting in greater public loyalty and a deep emotional connection with the brand.
“It is through inspiring and empowered leaders that companies manage to disseminate an organizational culture that truly sustains long-term enchantment. The truth is that the enchantment of the external customer is a consequence of the enchantment of the internal customer,” he points out. Building an enchantment experience, therefore, is not just a matter of service techniques, but involves an integrated strategy that permeates the entire organization.
The book comes highly recommended for all professionals who want to understand the impact of organizational culture on customer service and how this can be a decisive factor for the success of any business. As a special bonus, readers who purchase the book in pre-sale will have access to an exclusive MasterClass, with practical strategies to transform customers into fans.
