| Culture Debt is the invisible cost of ignoring or excusing small cultural compromises. Left unchecked, it weakens trust, values, and employee engagement. This article explores insights from HR leaders on how to recognize and act on Culture Debt early. |
What Is Culture Debt and Why Leaders Must Pay Attention?
Every organization, no matter how value-driven or people-centric, faces moments when cultural integrity is tested. Often, these are not headline-making crises. Instead, they appear as quiet decisions made in the name of urgency, growth, or practicality – a team member who goes unacknowledged, a concern that’s not voiced, a behaviour that’s tolerated because it’s easier that way.
This slow erosion of culture is what many are now calling Culture Debt – the cumulative cost of choices that gradually move an organization away from its stated values. And like any debt, the longer it’s ignored, the more expensive it becomes.
At the recent edition of STOHRIES HR Roundtable, hosted by Amazing Workplaces® in Delhi NCR, supported by Visit Health as our Title Sponsor, a closed-door conversation brought this theme into sharp focus. With ten senior HR leaders from diverse sectors. The event was moderated by Shayantani Shan, Sr. Executive Director – Talent at Judge India Solutions, the session moved beyond theory into reflection – asking not just what Culture Debt is, but how it manifests in real work environments, and what it takes to address it before it becomes irreversible.
The Hidden Impact of Culture Debt on Organizations
Culture Debt doesn’t announce itself. It accumulates through small, seemingly harmless compromises – not replacing a broken process because “it still works,” overlooking a disrespectful remark because “it’s just how he talks,” or hiring a high-performer who clearly doesn’t align with team values because “we need the numbers.”
In fast-growing companies, where targets and timelines dominate decision-making, this debt grows quickly. In legacy organizations, it settles quietly into the structure, becoming part of “how things are done here.” In either case, the cost becomes visible only when employee trust erodes, psychological safety disappears, and engagement dips quietly before exits start to spike.
What made the roundtable especially powerful was how this invisible cost was surfaced through personal stories – not as case studies or failures, but as shared learnings. To respect the trust of those present, we keep names and company references neutral. But the themes they raised were universal.
How Ignoring Employee Voices Leads to Cultural Drift
One leader spoke of a time when a section of factory workers staged a protest, seemingly without warning. But as the situation unfolded, it became clear that the issue had been building for years – not through conflict, but through neglect. Everyday concerns, from lack of basic amenities to feeling unheard by middle managers, had been piling up quietly. The protest wasn’t the beginning of the problem – it was the delayed consequence of Culture Debt that had gone unnoticed.
Why Lack of Recognition Adds to Culture Debt
Another leader recalled the sudden exit of a high-potential employee. There had been no complaints, no red flags. But in a later conversation, it emerged that despite strong performance, the employee had never received feedback or appreciation. Over time, that absence became louder than any criticism. The insight was clear: a culture that forgets to recognise effort might still retain performers for a while, but it will lose their belief much earlier.
Culture Debt Builds Through Repeated Inaction
The discussion also highlighted how Culture Debt doesn’t always stem from intentional neglect. Sometimes, it appears in situations where people don’t feel safe enough to speak up openly, leading to anonymous suggestions, quiet exits, or silence during meetings. And sometimes, it’s about the choices leaders make when values are challenged – like whether to accept a client-funded opportunity that looks good on the surface but could breach internal ethics. Or how to enforce discipline on the shop floor without damaging dignity.
Each of these moments, when handled unconsciously, adds to the organisation’s cultural liabilities. When approached with awareness and empathy, they can help repay the debt – or avoid it altogether.
Addressing Culture Debt: Actionable Steps for Leaders
The most powerful insight that emerged from the roundtable was this: Culture Debt isn’t caused by one major oversight. It is the accumulation of small, repeated moments when no one is paying attention.
From leaders who chose to walk away from roles that didn’t align with their value system, to those who found creative, respectful ways to reinforce discipline without humiliation – the examples shared reflected the importance of everyday culture-keeping.
In a special interactive segment, participants took part in a “Culture Bingo” activity, marking off common workplace behaviours that often signal cultural drift – from excessive hierarchy to performative recognition. It was both light-hearted and revealing. The number of boxes ticked by seasoned HR leaders across industries underscored the point: Culture Debt is more common than we admit – and more dangerous when we ignore it.
Acknowledging Those Who Led the Conversation
This powerful conversation was made possible by the experiences and reflections shared by the roundtable speakers:
- Ahmad Mehdi – AVP and Director, Tourism and Hospitality Centre of Excellence
- Kavita Nigam – CHRO, KARAM Safety
- Nitin Khindria – CHRO, Omega Seiki Mobility
- Sonia Mahajan – Senior Manager – Human Resources, HROne
- Sunil Srivastava – Chief Business Officer, Visit Health
- Arpita Sarkar – Regional Reward Leader – APAC, Randstad India
- Atish Bhattacharya – Head Human Resources & Administration, Somany Ceramics Ltd.
- Neha Vadehra Arora – National Head – HR, DB Corp. Ltd. (MY FM)
- Anju M – General Manager – Factory HR, Panasonic India
- Shayantani Shan – Sr. Executive Director – Talent, Judge India Solutions (Moderator)
Moving Forward How to Tackle Culture Debt
If there’s one thing the discussion made clear, it is that Culture Debt is everyone’s responsibility – but it often begins and ends with leadership awareness.
It starts by asking uncomfortable questions:
- Are we living the values we speak about?
- Where have we allowed silence to become the norm?
- What are we tolerating that we shouldn’t?
Addressing Culture Debt doesn’t require a complete overhaul. It requires paying attention. Having conversations earlier. Acting sooner. And treating cultural integrity as non-negotiable, not just aspirational.
Because the organisations that thrive aren’t the ones with the best vision statements. They’re the ones that pay their culture dues in full and on time.
