Why begin an article about company culture by talking about a lesser-known Asian country nestled between the world’s two most populous nations? Precisely because of that. Bhutan is acutely aware of the challenge of being “small” while surrounded by giants. And if they ever forget, they need only look to Sikkim—a once-independent country that, since 1975, has been formally absorbed into India.

What Bhutan has done, and continues to do, is work with remarkable focus and eloquence on the cultural identity that sets it apart as a nation and as a people. While I recognize that national culture and corporate culture are fundamentally different, I ask you to stay with me. There is much we can learn from Bhutan’s efforts to build, nurture, and protect its cultural identity—lessons that are incredibly relevant for anyone working with organizational culture. Because whether you're changing a company culture or simply trying to preserve what works, it’s hard work. Sustaining a culture—let alone transforming one—takes dedication, vision, and collective effort.

Bhutan offers many valuable lessons, but in this article, I’ll focus on three key elements. I’ll also share real-world examples from organizations I’ve worked with to show how these principles can be applied:

1. Create a strong symbol that encapsulates the core of the culture.
2. Make showcasing and embodying culture part of top management’s daily role.
3. Foster broad-based involvement through grassroots initiatives.

1. Strong Symbols and Cultural Artifacts

In 1972, Bhutan introduced the Gross National Happiness (GNH) index—a bold and unique measure of collective well-being and happiness. It was developed as an alternative to GDP, which focuses solely on financial metrics. In contrast, GNH takes a far more holistic view, incorporating factors such as cultural preservation, psychological well-being, time use, community vitality, ecological diversity, and resilience.

While GNH is a methodology, it is also a powerful cultural signal—to the Bhutanese people and to the world—about what truly matters in life. Knowing they would never be the richest country in the world, Bhutan’s leaders created a tool that emphasized and celebrated the values they cherish most: strong family ties, reverence for nature, spiritual balance, and community well-being.

By establishing GNH, the Bhutanese government and royal family have significantly reinforced Bhutan’s national identity and way of life. They’ve even succeeded—at least in part—in encouraging people to stay in Bhutan or return, rather than seeking opportunity in the larger, more industrialized economies next door.

So, what can we in the corporate world learn from Bhutan’s GNH initiative?

We can see how Bhutan built pride around its unique cultural strengths, used symbolism to unify its people, and created a story that resonates across generations. In organizations, similarly strong symbols and artifacts are crucial in building and sustaining a thriving culture.

At a pharmaceutical company I worked with, our version of GNH was the adoption of a Triple Bottom Line—emphasizing People ,Planet and Profit. This clear cultural signal helped foster high employee engagement and strong environmental commitment. The concept became part of the company's identity, anchoring values through storytelling and strategic decisions alike.

In another company, the central cultural artifact was the origin story of the founding family, whose values and ethics had been passed down for three generations. While this symbol wasn’t as modern or innovative as the Triple Bottom Line, it was deeply effective in shaping and preserving the organization’s values, offering employees a shared story to identify with.

2. Top Management as Cultural Role Models

Bhutan is a constitutional monarchy, and its royal family—especially the King—serves as a deeply respected “top management” figure. While their official political power is limited, the King and his family are immensely influential in preserving and promoting Bhutanese culture. Together with the elected government, they actively engage in initiatives that protect the country's cultural integrity.

The royal family is fully aware of its symbolic role and consistently embodies Bhutan’s core values—humility, peaceful coexistence, ecological responsibility, and spiritual mindfulness. Their authenticity reinforces national identity and earns them deep respect and admiration from the Bhutanese people.

This is a powerful example for leaders in companies, governments, and organizations alike: you cannot promote a culture you do not personally live. Culture isn’t something you install with slide decks and town halls. Culture is something you are. As a leader, your visibility is so high that even minor contradictions between your words and actions are quickly noticed—and can undermine everything you’re trying to build.

One of the most impactful conversations I’ve had with an executive on this topic occurred during a cultural transformation initiative. He needed to instill a culture of accountability across the organization. While he understood the concept intellectually, we explored how he could demonstrate trust in his leadership team by delegating more responsibility and accepting decisions that didn’t always align perfectly with his own.

This behavioral shift—paired with open discussions in the executive leadership team—had a profound effect. It accelerated decision-making, increased trust, and improved employee engagement. Had the leader tried to enforce accountability without personally changing his habits, the initiative would have fallen flat. Culture isn’t taught through speeches. It’s learned through example and role modelling.

3. Broad-Based Involvement

Bhutan’s efforts to preserve and evolve its culture involve its entire population. Cultural stewardship is considered a shared responsibility—families pass down stories, communities maintain temples and sacred sites, and people take pride in preserving heritage through action and storytelling.

Beyond these traditional methods, Bhutan also supports modern entrepreneurs who align innovation with Bhutanese values. Businesses that integrate sustainability, Buddhist principles, and ecological awareness receive recognition and support. This not only strengthens the culture but helps attract younger generations who may otherwise be tempted to seek more modern lifestyles abroad.

Similarly, grassroots initiatives in organizations can play a critical role in cultural development. In one company, we launched a Culture Ambassador program as part of a broader cultural transformation. We invited employees from all levels to participate voluntarily—and almost 20% of the workforce did. These ambassadors launched a variety of initiatives, all aligned with the company’s cultural goals, from peer-to-peer mentoring programs to environmental sustainability drives.

The result? A strong sense of ownership and community, where people felt empowered to shape the culture themselves. The very act of widespread involvement became a cultural pillar, fostering belonging and commitment far beyond what top-down efforts could achieve.

Bringing It All Together

Bhutan offers a masterclass in cultural resilience. It has maintained its independence and identity in the shadow of powerful neighbors by investing deeply in what makes it unique. The royal family and government have leveraged symbolism, authenticity, and collective engagement to create a sense of pride and belonging that keeps their citizens connected to the country—and often brings them back if they leave.

Organizations seeking to sharpen or transform their culture can learn much from Bhutan’s example. Real cultural change and or preservation requires:

• A powerful and meaningful symbol or story,
• Leaders who truly live the values, and
• Broad-Based engagement across all levels of the organization.

So if you're contemplating how to create a meaningful, enduring culture in your company or team—don’t hesitate.

Be Bhutan.