Corporate Culture

At the workplace where Li Ye had worked in his previous life, they had once poached an impressive figure from some major corporation. After taking office, that person went on and on about the importance of corporate culture.

Back then, Li Ye only had a hazy understanding of what "corporate culture" meant. Listening to that man's cloud-wreathed talk of corporate mission, shared vision, values, moral codes, and so on and so forth was like Zhu Bajie listening to the Buddha recite scriptures. What did all that chanting have to do with whether there was meat in the pot?

Could you make a monk stop eating vegetarian food?

Sure enough, the man's words came in polished sets, his themes lofty and his vision far-reaching. The hidden meanings of true scripture were not something a little shrimp like Li Ye could understand.

But a casual curse uttered later by an old colleague in his fifties gave Li Ye the feeling of being drenched in enlightenment.

All this talk was bullshit. Wasn't it just about what kind of people the leaders liked to promote?

If leaders liked promoting talent that expanded madly like wolves, then that company's corporate culture was—wolfishness.

If leaders liked promoting high-end talent that acted like dogs, then that company's corporate culture was—bootlicking.

If the company's salespeople were promoted the fastest, then its cultural direction would lean toward marketing: premium VVIP partner of karaoke clubs and bathhouses.

If the company's middle and upper management were all technical men, then there was no need to ask about its cultural direction. It had to be "far ahead of the pack."

Because driven by profit, ambitious employees would develop in the direction where benefits were maximized. The other employees who could not see the direction clearly would either be eliminated or fall silent