[...] My work is in the city; his is in the countryside. I wake up early for my duties, and so does he for his own. He doesn't boast about doing my job, and I don't boast about doing his. [...]
This is an excerpt from a reflection once shared with me. While it may seem meaningless or even clichéd at first glance, the reality is that this thought encapsulates how self-concept and humility are closely intertwined. Although the nuance of this piece could easily fit into the "Warrior in a Garden" section, the truth is that we are often more aware of this dynamic in our personal lives than in our professional roles. Broadening the perspective, businesses—micro, small, medium, or large—should also consider this.
As discussed in previous writings, despite our tendency as a species to take pride in being "evolved," reality paints a different picture. Core elements, such as knowledge transfer and tribal behavior, remain deeply ingrained in human nature. Indeed, many aspects have improved over the years, but their essence remains essentially unchanged. For instance, what used to be "you have to give it your best" has now evolved into "I'm resilient." In the business world, what was once referred to as "Human Resources" is now commonly referred to as "Human Talent."
I don't mention this to deny any advances, improvements, or developments made over time, but rather to highlight that companies, regardless of size, are never detached from the Human Factor.
This makes sense because a company or organization is, in itself, an ecosystem. This is precisely why different types of structures, processes, strategies, and other components exist, whether formalized or not.
Regardless of size, all organizations share similar elements at some level.
Where does The Flavor Trail fit into all of this? It lies precisely within every organization's fundamental aspect—whether a startup or a multinational—but often gets taken for granted or even ignored due to the relentless pace of modern markets: Organizational Culture.
WHAT IS ORGANIZATIONAL CULTURE?
Despite being a "basic" and often "overused" topic, organizational culture shares a similar fate to the concept of memento mori: many understand it, but few truly grasp its depth.
As mentioned earlier, people and organizations share the human factor. Just as any society, ancient or modern, communities have always had certain unwritten principles that guide their interactions. This collective set of unwritten norms is what we refer to as culture. Similarly, organizations—regardless of their size—have their own internal code of conduct, now commonly referred to as Organizational Culture or Corporate Culture.
According to Capriotti, Organizational Culture comprises a triad: beliefs, values, and behavior patterns.
Beliefs are like the hidden roots of a tree—always present yet invisible, supporting everything above ground. Conversely, values are the more visible guiding principles, although they may not always be explicitly stated. Lastly, behavioral patterns are the observable actions and habits that bring culture to life on a daily basis.
In simple terms, Organizational Culture is the very essence of an organization. It determines how its members behave, how decisions are made, and—often without realizing it—how the organization presents itself to the outside world. Ultimately, employees don't just work for an organization; they are the organization (Capriotti, 2009).
Of course, understanding Organizational Culture in its entirety would require studying all of its components and implications. However, we will focus here only on a foundational explanation for practical purposes.
The goal of this piece is not to guide you in creating the culture for your organization, as that is something profoundly unique and personal to each entity. Instead, it aims to spark curiosity, encouraging you to question and reflect on the existing culture within your workplace or business. Because, as we've learned when we buy a product, we are judges and participants. Yet, when it comes to a company—whether our own or one we work for—we become judges, participants, and executioners all at once.
I once heard a local merchant say:
"In this country, we're like crabs in a bucket; when one tries to climb out, the others just pull it back down," referring to competition in general.
This comment made me realize that this behavior is not exclusive to a specific country or region—it's a global phenomenon.
We have been hurt so much that distrust has taken root in our nature, becoming a dominant cultural trait. Over time, it leads us to interpret someone else's success not as a star lighting up the sky, but as a meteor hurtling toward us, threatening our existence.
Aren't we perhaps taking things too personally?
How many times have I seen a promising new business emerge, only to see a copycat competitor set up shop two blocks away weeks later, offering the same product and even copying the menu but at lower prices? Immediately after, another competitor pops up with the exact same offer. Is that free competition? Technically, yes.
But let's be honest—our markets are now saturated with the same options. Everything tastes the same because the market is filled with carbon copies, expensive or cheap. Ultimately, those three competitors ' copies will vanish because they lack true essence. The original pioneer doesn't come out unscathed either, as they suffer from the collateral damage caused by such competition.
I am not against competition—far from it. But I firmly believe it should be fair. We might offer the same product, but how we offer it should reflect our individuality.
Competition should not be synonymous with envy; it should be a platform for differentiation.
We've been conditioned to believe that violence and taking things by force are acceptable paths to success, and perhaps it even feels exhilarating—until the tables turn and we become the victims.
What goes around, comes around.
And if we return to the basic principle of memento mori, everything we do will, eventually, return to us.
Satoricha ~
References
Capriotti, P. (2009). Branding corporativo: fundamentos para la gestión estratégica de la identidad corporativa. Business School Universidad Mayor.
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