Business
You Can’t Declare a Culture Into Existence. You Have to Build One
Reading in data-saving mode. Read full article from Entrepreneur website.
Published 10/29/2026 9:00:00 AM
You Can’t Declare a Culture. You Have to Build One.
Opinions expressed by Entrepreneur contributors are their own.
Key Takeaways
- Culture is what people repeatedly do, so it has to be translated into mindsets and observable behaviors.
- “Listen and learn” fails without answers to who decides, who has the burden of proof, and what happens to dissent.
- Use the separation period to define shared behaviors with both teams, not impose them.u003cbru003e
Nuveen just closed its $13.1 billion acquisition of Schroders, the 222-year-old British asset manager. The deal pushes Nuveen into the top 10 global asset managers, with $2.6 trillion under management.
The headline is the money. The more interesting part is what CEO Bill Huffman said about culture. After more than 10 acquisitions, he has a clear view of how most mergers go wrong. The acquirer walks in, decides it knows better, and starts making everything its way. His alternative is simple. The first job after a deal is listening and learning, “Right? Not telling.”
He’s right. And it won’t be enough.
Not because Huffman doesn’t mean it. Because a cultural declaration, no matter how sincere, doesn’t tell anyone what to do differently when they walk into the next meeting.
Declaring is not leading
Leaders love to declare culture. “We’re customer obsessed.” “We’re one team.” “We listen before we act.” Each statement is true in the leader’s head. In everyone else’s head, it’s an abstraction waiting for a definition.
And people will supply that definition themselves. A Nuveen operations lead hears “listen and learn” and thinks it means delaying system integration. A Schroders portfolio manager hears it and assumes nothing will change. A finance director hears it and decides it’s a nice line from the CEO that doesn’t apply to budget consolidation. Three people. Three cultures. One declaration.
This is the Translation Gap. Strategy is set at the top. Execution happens at the front line. The layer in between, where an idea gets converted into what people actually think and do, gets left to chance. Leaders assume the concept is self-explanatory. It never is.
When the gap goes unaddressed, people default to what they already know. And in an acquisition, what the acquiring company already knows is how to be the acquirer. That’s exactly the behavior Huffman is trying to prevent.
Culture lives in mindsets and behaviors
Culture isn’t what leaders say. It’s what people repeatedly do when no one is telling them what to do. That means a culture concept has to be translated twice — first into mindsets people hold, then into behaviors people can see.
Take “listen and learn, not tell.” Before anyone can live it, they need answers to the questions this phrase doesn’t address:
- When a Schroders process differs from ours, is the default to adopt it, study it, or replace it?
- Who has the burden of proof when two ways of working collide?
- What does “listening” look like in an integration meeting versus a client handoff versus a technology decision?
- What happens to the person who says “that’s not how we do it here”?
Until those answers exist, the declaration is a sentiment. Sentiments don’t survive a deadline, a cost overrun, or a frustrated manager who just wants the systems unified.
Translating the declaration
This is what my Steering Guide framework is built to do. It starts with one Guiding Principle, the core trait that defines the organization. It translates that principle into Core Commitments, the universal mindsets everyone holds. Then it breaks down each commitment into Supporting Actions, written as “by [specific action], to [benefit].” The actions are the same for everyone. Each person applies them to their own role.
Here’s what that translation could look like for Huffman’s idea:
Core Commitment: Assume the other side knows something we don’t. The mindset shift is from evaluating the acquired company to studying it.
- By asking how a process works and why it was built that way before proposing a change, to make sure we don’t dismantle something that’s producing results.
- By documenting one practice from the other organization each month that outperforms our own, to make learning visible instead of assumed.
Core Commitment: Earn the right to change things. The mindset shift is from “we own it, so we decide” to “we change what we understand.”
- By presenting evidence of a problem before recommending a solution, to keep integration decisions grounded in performance, not preference.
- By naming what will stay the same when proposing what will change, to reduce the anxiety that makes good people leave.
Core Commitment: Protect what makes people effective. Huffman already practices this with portfolio managers. The mindset extends it to everyone.
- By asking a team what they need to keep doing their best work before restructuring how they work, to retain the capability we paid for.
None of these are slogans. Every one of them can be observed, coached, and measured. A manager can watch a meeting and know whether it happened. That’s the difference between a culture declaration and a culture.
The window is the work
Schroders will run as a separate company inside Nuveen for 12 to 18 months. After that, Huffman says, the two will figure out how they come together as something new.
That window is either the most valuable period of the integration or the most wasted. Separation protects people from disruption. It doesn’t teach them how to work together. If the mindsets and behaviors aren’t defined before the walls come down, they’ll be defined in the moment, under pressure, by whoever has the most authority in the room. That’s usually the acquirer.
The smart move is to use the separation period to translate the culture concept with people from both organizations, not for them. Bring leaders and front-line employees from each side together. Have them define what “listen and learn” looks like in their own work. Test the actions. Refine them. Then, when integration begins, everyone works from the same playbook rather than their own interpretation.
Say it, then spell it out
Huffman has the instinct most acquiring CEOs lack. He knows arrogance kills deals, and he knows the acquired company brings value worth protecting. That’s a strong starting point.
But a starting point isn’t a culture. Every leader who declares a culture is making a bet that people will interpret it the way they intended. That bet loses far more often than it wins.
If you want a culture, don’t announce it. Translate it. Define the mindsets. Spell out the behaviors. Make it the same for everyone, and let each person apply it to their own work. Otherwise, you haven’t built a culture. You’ve written a declaration.
§
Opinions expressed by Entrepreneur contributors are their own.
Key Takeaways
- Identify the one problem your buyers care about most. Ask what prompted them to start looking for a solution, what problem they were most eager to solve and why solving it became a priority.
- Ask what happened before they adopted your solution. How long did they spend on the problem? What mistakes occurred? What opportunities did they miss? What happened when they delayed fixing it?
- Ask customers to walk you through how they handled the problem before finding your solution and what changed afterward. Then build your messaging around those specific improvements.
- Interview customers about the concerns they had before purchasing. Ask what nearly stopped them, what reassured them and what information would have made their decision easier.
Your homepage has one of the most important jobs in marketing: convincing the right visitors that your solution is worth exploring.
Yet many companies struggle to turn website traffic into demos, trials or purchases. They invest in SEO, advertising and content to attract visitors, only to watch most of them leave without taking action.
Having spent more than a decade helping B2B companies improve their messaging as a product marketing executive and consultant, I’ve learned that the problem often starts with a misunderstanding of what buyers need to hear before they’re willing to take the next step.
Companies often explain their products from their own perspective. They highlight what they’ve built, everything their product can do and the benefits they assume customers care about. It often results in messaging like “The AI-native GTM platform powering Precision GTM at scale.”
But buyers have their own priorities, frustrations and concerns. If your homepage doesn’t address those, even a great product can struggle to convert.
Here are four common messaging mistakes and how to fix them.
1. You haven’t identified the one problem your buyers care about most
Many companies want their homepage to communicate everything their product can do. They try to capture multiple use cases, features and benefits in a single headline, hoping to appeal to as many potential customers as possible.
The result is often vague messaging that promises to “streamline operations,” “boost productivity,” “help your business grow,” or vague slogans like “We’ll take care of your accounting so you can focus on your business.”
These statements may have some truth, but they’re unlikely to resonate with someone facing a specific, urgent problem. When you try to communicate everything, you risk saying nothing compelling enough to make a buyer act.
Consider a project management platform for marketing agencies. Its homepage might promise to “streamline projects and improve team productivity” or some version of that. But customer interviews could reveal that agency owners are particularly frustrated by missed deadlines that damage client relationships.
Now the company has a more specific message to lead with: “Deliver every client project on time, without constantly chasing your team for updates.”
That message is more likely to capture the attention of an agency owner who’s tired of apologizing to clients for late work. It connects with a problem they’re experiencing and have a reason to solve.
In my customer research work, I often find that what companies think customers value most differs from what actually motivates them to look for a solution.
To find your strongest message, interview recent customers or prospects. Ask what prompted them to start looking for a solution, what problem they were most eager to solve and why solving it became a priority.
Look for the single problem or desired outcome that most consistently motivates your ideal customers to act. Lead with that message on your homepage. You can use the rest of the page to communicate everything else your product offers.
2. You haven’t shown buyers what they’re losing by doing nothing
Your biggest competitor isn’t always another company. Often, it’s the way your prospective customers already do things.
They might recognize the problem your product solves but have learned to live with it. Unless the cost of continuing becomes clear, they have little reason to make a change.
Imagine a software product that automates invoicing for agencies. Its homepage might say, “Automate invoicing and save time.” That’s a reasonable benefit, but it doesn’t fully communicate why the problem deserves attention.
Now consider the agency owner’s existing workflow. Project managers finish work, someone manually checks billable hours, invoices are created at the end of the month, and the finance team follows up on unpaid balances.
The consequences might include delayed invoices, missed billable work, slower payments and unnecessary administrative costs. These are much more compelling reasons to change.
Instead of simply promising automation, the homepage could explain how manual billing creates revenue leakage and cash flow problems.
To make the status quo feel costly, make its consequences visible.
Ask customers what happened before they adopted your solution. How much time did they spend on the problem? What mistakes occurred? What opportunities did they miss? What happened when they delayed fixing it?
Use their answers to communicate the business and emotional impact of the problem. Wherever possible, include real numbers, concrete examples and real-life anecdotes.
3. You’re highlighting the wrong benefits or making your solution hard to imagine
Even when visitors recognize the problem, they still need to understand how your solution will improve their situation.
Many homepages fall short here because they emphasize generic benefits or product capabilities without explaining how the product fits into the buyer’s actual workflow.
For example, an AI-powered customer support platform might highlight advanced language models, intelligent routing and automated workflows. But customer research might reveal that support managers primarily want to reduce the number of repetitive tickets their agents handle without compromising customer satisfaction.
They want to know which questions AI can resolve, when a human agent takes over and how the platform will connect with their existing help desk. The homepage should answer those deeper questions or help the reader easily find that guidance elsewhere on the website.
Rather than simply stating that the product “improves support efficiency,” it could walk visitors through a familiar scenario: A customer asks about an order, AI retrieves the relevant information, and the issue gets resolved without an agent getting involved.
A simple workflow illustration can make the value immediately understandable.
I’ve found that understanding a customer’s existing process is one of the most useful parts of customer interviews. It reveals not only which benefits matter but also which details buyers need to see before they can imagine using a product.
Ask customers to walk you through how they handled the problem before finding your solution and what changed afterward. Then build your messaging around those specific improvements.
4. You haven’t done enough to reduce the perceived risk of buying
Even when buyers see the value, they might hesitate because they’re uncertain about what happens next.
Will the product work for their business? Will implementation be difficult? Will their team actually use it? Can they trust your company to deliver? These concerns can prevent otherwise interested visitors from converting.
I frequently see websites use customer logos and testimonials as their main form of reassurance. Those elements help, but they don’t necessarily answer the specific questions making buyers hesitate.
A small business considering a new accounting platform, for example, might be far more concerned about migrating its financial data than whether the software has won an industry award.
Showing how migration works, explaining the support available and featuring a customer who successfully made the switch could do more to increase conversions.
The most effective reassurance addresses the risks your buyers actually perceive.
Interview customers about the concerns they had before purchasing. Ask what nearly stopped them, what reassured them and what information would have made their decision easier.
Use those insights to select the right customer stories, product demonstrations, guarantees, implementation details and FAQs for your homepage.
Your customers can tell you what your homepage is missing
Improving homepage conversions doesn’t always require a complete redesign, more persuasive copywriting or another round of A/B testing. Sometimes, the most valuable starting point is a handful of conversations with recent buyers.
Ask what problem made them look for a solution, why they couldn’t continue with their existing approach, what convinced them your product was right and what almost prevented them from buying.
Their answers can help you build a homepage that speaks to a real priority, makes the cost of inaction clear, demonstrates relevant value and gives visitors the confidence to take the next step.
That’s a much stronger foundation for conversion than guessing which headline or call to action might perform better.
