- Workplaces vary based on how employees make decisions and take initiative
- Metric-driven cultures offer predictability but depend on consistent leadership
- Initiative-driven cultures feel chaotic with frequent disagreements and unrest
Workplaces can function in very different ways depending on how employees are expected to work and make decisions. Zoho founder Sridhar Vembu has shared his views on organisational culture, comparing workplaces where employees wait for instructions from the top with those where workers are encouraged to take initiative and act independently.
In a post on X, Vembu said highly metric-driven organisations often develop a "wait for instructions from the top" culture. He said such workplaces can offer greater predictability and certainty. However, he warned that these organisations can struggle if their leadership fails to set the right direction consistently.
Check Out The Post Here:
On org culture: Do people wait for instructions from the top? Or do they seize the initiative and run?
— Sridhar Vembu (@svembu) August 24, 2026
Highly metric driven orgs tend to produce the "wait for instructions from the top" culture and there is more predictability and certainty in that culture. Unless the top always…
Vembu said an initiative-driven culture, on the other hand, can feel chaotic, with frequent internal disagreements and a persistent sense that things are "not good enough".
He wrote, "Seize the initiative culture often feels chaotic, with lots of internal disagreements. There is always the gnawing feeling of "not good enough". In a chaotic initiative-driven culture, the external environment (market) may have to provide the occasional discipline."
Vembu said people who are full of energy and initiative often vehemently disagree with each other.
He wrote, "People who are full of energy and initiative often vehemently disagree with other. I joke about this: every smart programmer looks at another programmer's code and thinks "it sucks, I can do better"!"
Vembu described this as a fundamental trade-off between organisational cultures. He wrote that organisations can provide comfortable certainty but lose the initiative, or seize the initiative while continuing to feel somewhat uncomfortable.
Vembu said that in his experience, trying to combine both approaches by creating a highly disciplined culture of seizing the initiative produces the worst of both worlds.
