Culture is often treated as a set of values printed in a corporate handbook—a passive statement rather than an active force shaping an organization’s success. But in reality, workplace culture dictates everything from innovation and collaboration to financial performance and employee engagement. In the latest episode of People Matters Unplugged Season 3, Ruth Gellert-Neale, Chief People Officer, APAC and EMEA for JLL Technology, speaks about the pivotal role of HR in making culture a lived experience rather than just words on a page.

She emphasizes that culture isn’t a side conversation—it’s a core business driver. Companies with strong cultures can see up to 60% higher shareholder returns compared to those without one. This tangible link between culture and financial success underscores the need for leaders to actively cultivate and sustain a thriving work environment.

But whose responsibility is it to shape culture? Many assume it’s the job of HR or senior leadership alone, but Ruth challenges this notion. “Culture isn’t owned by one team. It has to be driven at every level of the organization,” she explains. A strong culture requires diverse perspectives—voices from different regions, functions, and experience levels must be included in shaping how an organization operates daily.

Leaders Must Set the Tone

The best cultures are intentional, not accidental. Leaders must set the tone through their behaviors, communication, and decision-making. “It’s not just about what leaders say, but how they show up, how they respond to challenges, and how they create an environment where people feel psychologically safe to speak up and contribute,” Ruth says.

When leaders are inconsistent—championing values in speeches but failing to live them in practice—employees quickly notice the disconnect. Culture cannot be a passive statement; it must be evident in how the company makes decisions, hires and promotes talent, and resolves challenges.

As businesses navigate rapid technological and market shifts, agility is no longer optional—it’s a survival trait. Ruth defines agility as an organization’s ability to quickly adapt to change, make informed decisions, and pivot as necessary. One of the most effective ways to build agility is through cross-functional teams.

“Cross-functional teams break down silos and create a more dynamic work environment. They help organizations move faster, make better decisions, and ensure that different perspectives are considered,” Ruth explains. When employees from diverse functions collaborate, they develop solutions that are not only innovative but also aligned with overarching business goals.

HR plays a crucial role in fostering agility by facilitating these connections, ensuring that teams have the skills and mindset needed to operate effectively in an ever-changing environment.

Digital Transformation: A Means, Not an End

Technology is often hailed as the key to transformation, but Ruth warns against treating digital initiatives as silver bullets. “Digital transformation has to be intentional. It should serve a clear business purpose, whether that’s enhancing productivity, improving customer experience, or driving innovation,” she says.

For digital initiatives to succeed, they must be backed by measurable outcomes. Technology should empower employees, not replace them. Organizations that embed a culture of experimentation and iterative growth will find that digital tools become catalysts for success rather than sources of disruption.

Gone are the days when HR was merely a support function. Today, HR leaders are strategic business partners who must understand company financials, market dynamics, and evolving workforce trends. Ruth emphasizes that HR professionals need to break down silos and foster collaboration across departments to drive meaningful change.

One of the most urgent priorities for HR leaders today is skills analysis. As industries undergo digital transformation, companies must assess workforce capabilities, identify gaps, and proactively invest in upskilling and reskilling programs.

Ruth also highlights the ethical considerations of AI adoption. “AI should complement human capabilities, not replace them entirely. Soft skills like empathy, emotional intelligence, and creative problem-solving remain irreplaceable,” she says. Striking a balance between automation and human expertise will be crucial in shaping the future workforce.

Future-Proofing the Workforce

With automation set to displace traditional roles, companies must take a proactive approach to workforce planning. Upskilling and reskilling initiatives will be vital in ensuring that employees remain competitive in a rapidly evolving job market. Collaborations between corporations and educational institutions can provide insights into emerging skill demands and help businesses prepare for future workforce needs.

As People Matters Unplugged Season 3 dives "From Inspiration to Action," we focus on turning strategic insights into tangible HR outcomes. Stay tuned for episodes that shape the future of work.