#GreyhoundCorridors: On Organisational Culture & How Things Get Done

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Every organisation has its unique culture – essentially a way of ‘how things get done’. While in most organisations it’s a reflection of belief systems of those on the top, there are others who truly embrace and work with an open-door policy and allow its people to influence (if not define) the culture, policies and the signature style. Greyhound Knowledge Group belongs to the latter set of organisations that have made a conscious effort to allow it’s rockstars to influence the manner in which we operate. Let me explain this a bit more in detail.

Few things are close to my heart (basis my previous experiences) and hence I expect all of us, including me, to follow them religiously. This includes:

  • Delivering consistent client experiencesread delivering pristine quality levels per client terms and giving clients undisputed access to help add value to their mandates.
  • Remaining true to the cause and doing the right thingread remaining grounded and keeping humble. Acting at all times in a way that is ethically correct. Even if it’s the harder thing to do.
  • Not be afraid of trying new things and failing read having marathon meetings to launch a product that we believe will change the status quo to only come back next morning and agreeing how it was nothing but our own flights of fancy.

But then there are some brilliant aspects that our rockstars have added to our signature style. This is where it gets interesting, really.

  • Celebrating life occasions, that to people like me, might seem as everyday read a client sending brilliant feedback to winning a smallish deal to nothing more than it being a good ol’ Wednesday. Our journey has been stitched around celebrating many such occasions that one of us is excited about.
  • Giving back to those who truly deserve support read blood donations to supporting the blind to helping office administration boys with funds and training for further education.
  • The feeling of family and practicing the unusual read to the Greyhound girls going shopping together to having Greyhound boys’ night to going for movies and a fancy lunch on a Monday.
  • And many other things that are hard to articulate for it requires living and contributing to the journey and soaking it all up.

 I’ve been the captain of this ship for 30 months now and have had the pleasure of working with some brilliant people. If there’s one thing I’ve learned on this journey about organisational cultures is the need for those on top to have an open mind.

As I opine often, an open mind is the first step to evolution. Having set beliefs can set the company back by years and can cost dearly.

And most importantly, I strongly believe CEO’s and the top management must work towards building a culture that is unique and works for the organisation and its people and not simply ape what has worked for industry peers.

My two cents.



SVG 200x200About The Author: Sanchit Vir Gogia is the Chief Analyst & CEO of Greyhound Research, an independent IT & Telecom Research & Advisory firm. He also serves as Chief Futurist, Founder & CEO of Greyhound Knowledge Group that operates under four brands – Greyhound Research, Greyhound Sculpt, Greyhound Technocrat and Greyhound Vivo. To read more about him, click here.

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  1. Very eye opening article . Culture defines the success of a organisation and hence deliver the best to the customer. Normally organisations dread changing status quo and stick to the weather beaten track . Most are guilty of this and don’t innovate . The end results are disastrous and there are many such examples in front of our eyes. Innovate or die

    1. Thanks for your comment Mathew, appreciate it. Glad you appreciate the thoughts. Totally agree with you when you say, Innovate or die. In these days, when competition is coming in from unexpected quarters, critical to have the basics right, i.e. Org Culture.

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