“When the roots of a tree begin to decay, it spreads death to the branches.” — Nigerian Proverb
In every organisation, culture acts as the invisible root system that nourishes values, behaviours, and collective identity. When the roots are healthy, the branches flourish, innovation thrives, trust deepens, and resilience strengthens. But when those roots decay, neglected through complacency or eroded by unethical practices, the rot inevitably travels upward, threatening every part of the corporate structure.
Organisational culture is often praised but rarely prioritised. Many leaders focus on strategy, operations, and financial performance, assuming that culture will take care of itself. Yet culture is not self-sustaining. It requires deliberate nurturing, continual alignment with values, and courageous leadership to prevent decay.
In Nigeria’s evolving corporate landscape, culture is being tested daily by external and internal pressures. Economic volatility, regulatory uncertainty, and increasing competition are forcing companies to pivot rapidly. But culture cannot pivot without stewardship. Without intentional reinforcement, an organisation’s culture may quietly mutate, from collaboration to competition, from transparency to opacity, from accountability to blame.
When culture begins to decay, the first symptoms often appear subtle: disengaged employees, political infighting, declining customer service, ethical shortcuts. Left unchecked, these symptoms deepen into dysfunction. Talent attrition rises. Regulatory risks increase. Brand reputation erodes. Financial performance ultimately follows.
“Without intentional reinforcement, an organisation’s culture may quietly mutate, from collaboration to competition, from transparency to opacity, from accountability to blame.”
Many Nigerian firms have experienced this decay firsthand. Iconic brands have fallen, not due to weak products or poor market conditions, but because leadership tolerated lapses in ethics, governance, and values. When leaders look the other way at small breaches, a manipulated report here, an unearned promotion there, they create a silent permission structure. Over time, the roots rot, and by the time the decay is visible, it is often too late for easy remedies.
How then, can organisations protect their roots?
First, leaders must model the culture they wish to see. Values cannot exist solely on posters or company websites. They must be demonstrated daily, especially in moments of pressure. Integrity is tested not when things are easy, but when shortcuts seem tempting.
Second, organisations must embed culture into structures. Recruitment, performance management, promotions, and reward systems must reflect the stated values. Hiring a brilliant but toxic employee, or promoting a high-performing but unethical manager, sends a louder message about culture than any CEO speech ever will.
Third, compliance must go beyond box-ticking. HR and risk management teams must actively monitor cultural indicators, not just regulatory ones. Internal surveys, whistleblowing mechanisms, and pulse checks must be taken seriously, with confidentiality assured and action promptly taken.
Fourth, storytelling must reinforce culture. Organisational legends, stories of integrity upheld, customer promises kept, teamwork celebrated, should be retold across generations. These stories anchor values emotionally, not just intellectually.
Fifth, culture must adapt but not compromise. As organisations grow, diversify, and expand internationally, cultural nuances will evolve. Yet, the core, honesty, respect, excellence, service, must remain immutable.
Globally, companies that protect their cultural roots outperform their peers over the long term. Johnson & Johnson’s “Credo” guided it through crises. The Tata Group’s commitment to ethics and nation-building enabled it to survive and thrive across India’s political and economic upheavals. These firms understood that no financial objective could justify cultural decay.
In Nigeria, firms like First Bank of Nigeria, Flour Mills, and Access Holdings are increasingly recognising that governance and culture are intertwined. Investments in leadership development, board governance, ethics hotlines, and values-based branding are steps in the right direction. But more organisations must follow suit, across all sectors, from banking and oil to technology and agriculture.
Small and medium enterprises are not exempt. Culture starts on day one, not when a company reaches 1,000 employees. Entrepreneurs must set ethical standards early, understanding that today’s casual compromise is tomorrow’s existential threat.
Preserving cultural integrity is also critical for attracting and retaining the next generation of Nigerian talent. Millennials and Gen Z workers demand authenticity, fairness, and social impact from their employers. They are unlikely to tolerate toxic environments or opaque leadership for long. Organisations that fail to align culture with these expectations will find themselves not only short on skills but also battling brand disillusionment.
Ultimately, culture is a living system. It cannot be outsourced. It cannot be legislated by policy alone. It must be nourished daily, through actions, rituals, decisions, and the courageous willingness to say no to expediency.
The Nigerian proverb reminds us that decay at the root does not announce itself with fireworks. It starts quietly, invisibly. But when it reaches the branches, the damage is plain for all to see, often when it is too late.
To build organisations that endure, we must do more than chase quarterly profits or market share. We must safeguard the unseen, sustain the vital, and strengthen the roots from which all else grows.
Dr. Olufemi Ogunlowo is CEO of Strategic Outsourcing Limited and writes on leadership integrity, workplace governance, and organizational sustainability for BusinessDay.
