CULTURE BEATS CRISIS – WHY THE RIGHT FIT IS BECOMING THE HARDEST CURRENCY
October 2025
Switzerland has long been seen as pillar of stability – politically stable, economically solid, internationally respected. But in 2025, that image begins to falter: trade conflicts weigh on the export-oriented economy, supply chains weaken, and growth slows. At the same time, the shortage of skilled workers intensifies, and digital disruptions are challenging entire business models. In this storm, it becomes clear who can stay the course. What counts most is not the strength of strategy or products, but whether the crew is culturally aligned – and willing to steer together toward new realities.
«Corporate culture is not a luxury – it is the hardest currency in times of crisis.»
Leadership under pressure
Times of crisis are the ultimate test for leaders. In turbulent phases, decision-makers must create clarity, provide orientation, and lead by example. Openness and adaptability become essential – cultural traits that don’t emerge from strategy papers but from daily behaviour.
For leaders, this means: anyone demanding a learning mindset must be prepared to let go of old habits themselves. And those who wish to make productive use of conflicts must not avoid challenges – whether that means withdrawing from unprofitable markets or restructuring entire organisations.
Put positively: those who create purpose and convey energy can counter the downward spiral of passivity and resignation. Risks can turn into opportunities – if potential is harnessed decisively, both among employees and across the company.
«In a crisis, it’s not what leaders say that counts – it’s what they model.»
Why culture makes the difference in a storm
Corporate culture isn’t a decorative element for glossy brochures; it’s the invisible framework within which decisions are made and opportunities seized. In turbulent times, it acts like a compass: companies with lived values react faster, act more consistently, and stay on course even under pressure.
When that cultural glue is missing, organisations easily fragment into departments that pursue their own agendas. Information flow stalls, conflicts simmer, innovation slows – a dangerous disadvantage in markets that can change overnight.
«A strong corporate culture holds together when markets fall apart.»
Fit alone isn’t enough – adaptability is what matters
What prevents organisations from falling apart? A strong cultural fit. When people align with company values, collaboration strengthens, processes accelerate, and trust grows. But in a world of abrupt change, “fit” alone is no longer enough.
What’s needed is cultural adaptability – the ability to preserve core values while adjusting work methods and mindsets to new challenges. Otherwise, a rigid culture quickly becomes a constraint.
This is evident in Swiss export industries: for decades, perfection was the highest principle. Today, with trade barriers and Asian competition, speed often matters more than flawlessness. Companies unable to cope with this cultural shift lose ground – even if their products are objectively better.
«Cultural fit is the foundation – adaptability is the art of survival.»
The Swiss context
For Swiss companies, cultural fit is doubly important: the export-driven economy feels tariff increases immediately, while the tight labor market limits access to new talent. Employees who identify with company goals and ways of working respond faster, stay innovative, and are less likely to be poached by competitors.
How to strengthen Cultural Fit
Leadership is key – not just in terms of skills but also attitude. Selection processes must look beyond résumés to assess values, motivation, and openness to change. Onboarding should make company culture tangible: how decisions are made, how collaboration works, and what defines the organisation in good and bad times.
This process doesn’t end after a few weeks. Regular feedback loops help identify tensions early – especially when external shocks such as market upheavals or geopolitical events create additional pressure.
«A culture that embraces constant change as its norm fosters adaptability.»
Culture as future insurance
In challenging times, cultural fit isn’t a soft factor – it’s a hard competitive parameter. Companies that employ people who share their values, take responsibility, and drive change will stay the course even when the seas get rough.
This is exactly where our work begins: as Switzerland’s largest owner-managed executive search boutique, we support organisations in strengthening their leadership teams culturally – including the competencies needed for crisis management in economically and politically uncertain times.
How this looks in practise is illustrated by two recent mandates:
- Appointment of a Chief Executive Officer at an international industrial firm to execute a growth strategy in a highly competitive market.
- Placement of a Chairman of the Board at a technology-oriented service provider tasked with completely realigning a traditional company in crisis.
At Witena, «Hiring for Cultural Fit» is at the heart of what we do – it’s how we support our client companies achieve lasting success.