If culture is the moving average of behaviour over time, then a change in corporate culture is inevitable. To retain their cultural distinctiveness, though, corporations must identify what truly makes them special – i.e. their immutable core.

Well-meaning executives often implicitly ask for overwork, without acknowledging that the upside for the hustle has disappeared for the average employee. To reenergise and motivate their workforces, executives must do more than just appeal to tradition. Employees must see a proportional upside.

Some teams exist to deliver value. Others enforce control. Some others, sit right in the middle. What kind of team are you?

When culture is a fuzzy concept, it’s open to interpretation. People unwittingly wield their interpretations like shields or swords. Well-documented cultures, on the other hand, are open to scrutiny yet transparent and easier to govern and co-own.

If AI commoditises outputs, then skilful, tasteful people will matter more than ever. Salary is the fundamental way corporations value such people. In addition to standard HR indicators, we need human ways to determine fair compensation.