October 2025<\/p>\n\n\n\n
Switzerland has long been seen as pillar of stability \u2013 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 \u2013 and willing to steer together toward new realities.<\/strong><\/p>\n\n\n\n \u00abCorporate culture is not a luxury \u2013 it is the hardest currency in times of crisis.\u00bb<\/strong><\/p>\n\n\n\n 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 \u2013 cultural traits that don\u2019t emerge from strategy papers but from daily behaviour.<\/p>\n\n\n\n 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 \u2013 whether that means withdrawing from unprofitable markets or restructuring entire organisations.<\/p>\n\n\n\n Put positively: those who create purpose and convey energy can counter the downward spiral of passivity and resignation. Risks can turn into opportunities \u2013 if potential is harnessed decisively, both among employees and across the company.<\/p>\n\n\n\n \u00abIn a crisis, it\u2019s not what leaders say that counts \u2013 it\u2019s what they model.\u00bb<\/strong><\/p>\n\n\n\n Corporate culture isn\u2019t a decorative element for glossy brochures; it\u2019s 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.<\/p>\n\n\n\n When that cultural glue is missing, organisations easily fragment into departments that pursue their own agendas. Information flow stalls, conflicts simmer, innovation slows \u2013 a dangerous disadvantage in markets that can change overnight.<\/p>\n\n\n\n \u00abA strong corporate culture holds together when markets fall apart.\u00bb<\/strong><\/p>\n\n\n\n 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, \u201cfit\u201d alone is no longer enough.<\/p>\n\n\n\n What\u2019s needed is cultural adaptability \u2013 the ability to preserve core values while adjusting work methods and mindsets to new challenges. Otherwise, a rigid culture quickly becomes a constraint.<\/p>\n\n\n\n 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 \u2013 even if their products are objectively better.<\/p>\n\n\n\n \u00abCultural fit is the foundation \u2013 adaptability is the art of survival.\u00bb<\/strong><\/p>\n\n\n\n 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.<\/p>\n\n\n\n Leadership is key \u2013 not just in terms of skills but also attitude. Selection processes must look beyond r\u00e9sum\u00e9s 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.<\/p>\n\n\n\n This process doesn\u2019t end after a few weeks. Regular feedback loops help identify tensions early \u2013 especially when external shocks such as market upheavals or geopolitical events create additional pressure.<\/p>\n\n\n\n \u00abA culture that embraces constant change as its norm fosters adaptability.\u00bb<\/strong><\/p>\n\n\n\n In challenging times, cultural fit isn\u2019t a soft factor \u2013 it\u2019s 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.<\/p>\n\n\n\n This is exactly where our work begins: as Switzerland\u2019s largest owner-managed executive search boutique, we support organisations in strengthening their leadership teams culturally \u2013 including the competencies needed for crisis management in economically and politically uncertain times.<\/p>\n\n\n\n How this looks in practise is illustrated by two recent mandates:<\/p>\n\n\n\n At Witena, \u00ab<\/strong>Hiring for Cultural Fit\u00bb<\/strong> is at the heart of what we do \u2013 it\u2019s how we support our client companies achieve lasting success.<\/strong><\/p>\n\n\n\n\n\nLeadership under pressure<\/h2>\n\n\n\n
Why culture makes the difference in a storm<\/h2>\n\n\n\n
Fit alone isn\u2019t enough \u2013 adaptability is what matters<\/h2>\n\n\n\n
The Swiss context<\/h2>\n\n\n\n
How to strengthen Cultural Fit<\/h2>\n\n\n\n
Culture as future insurance<\/h2>\n\n\n\n
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