As Taiwan Semiconductor Manufacturing Company (TSMC) undertakes a significant expansion in Phoenix, Arizona, it faces the complex task of integrating its established corporate culture with American workplace norms. This cultural convergence is not just a matter of operational logistics but a profound organizational transformation that offers valuable insights into managing cross-cultural dynamics within multinational corporations.

The Cultural Confluence

TSMC’s corporate ethos, deeply rooted in Taiwanese values, emphasizes a rigorous work ethic, humility, and a company-first mindset. These principles have been instrumental in TSMC’s global success but present challenges when transplanted into the American work environment, which often prioritizes individualism and work-life balance.

Initial phases of the Arizona project revealed cultural clashes and differing work expectations. Some American employees found the intense work culture demanding, while others thrived, appreciating the clarity of purpose and commitment to excellence. Jefferson Patz, an early hire who trained in Taiwan, observed varying problem-solving approaches between the two cultures, highlighting the need for mutual understanding and adaptation.

Leadership’s Role in Cultural Integration

Rose Castanares, President of TSMC Arizona, acknowledges that the company’s high standards may not suit everyone but emphasizes that those who embrace the culture have found it rewarding. Leadership plays a pivotal role in facilitating cultural integration by setting clear expectations, providing support, and fostering an environment where diverse perspectives are valued.

Implications for Organizational Culture

TSMC’s experience underscores the importance of cultural adaptability in today’s globalized business landscape. Organizations expanding into new regions must navigate cultural differences thoughtfully, balancing the preservation of core values with the need for local responsiveness. This involves open communication, cultural sensitivity training, and inclusive policies that respect and integrate diverse work practices.

Conclusion

TSMC’s journey in Arizona serves as a compelling case study on the complexities of organizational culture in multinational expansions. By proactively addressing cultural differences and fostering an inclusive environment, companies can not only mitigate potential conflicts but also enrich their organizational culture, driving innovation and global success.

It’s one of the most talked-about workplace values—and one of the hardest to get right: feedback.

We say we want it. We promise to give it. We build systems for it. But in many organizations, feedback is still filtered, softened, delayed—or avoided altogether. And when that happens, teams don’t just lose out on growth. They lose trust.

The way your workplace handles feedback—both giving and receiving it—says more about your culture than your mission statement ever will.

Feedback Isn’t Just a Tool. It’s a Culture Signal.

When feedback flows freely, it tells employees:

• It’s safe to speak up

• Growth is expected, not punished

• Mistakes are part of the process

• You don’t have to be perfect to be valuable

On the other hand, when feedback is rare, vague, or overly cautious, people learn to play it safe. They stop asking questions. They stop sharing ideas. They start protecting themselves.

That doesn’t just affect performance—it erodes trust over time.

Why Most Feedback Cultures Fall Flat

Many organizations get stuck in one of two places:

1. Feedback as performance review theater – where “feedback” only happens once or twice a year, wrapped in corporate language and HR forms.

2. Feedback as conflict – where it’s either too blunt, too personal, or weaponized instead of developmental.

In both cases, employees aren’t getting what they really need: timely, clear, human feedback that helps them do better—not just feel judged.

What a Healthy Feedback Culture Actually Looks Like

You’ll know you’re building the right kind of culture when:

• Feedback happens in real time, not just in meetings

• Managers ask for feedback as often as they give it

• Praise is specific and tied to behaviors, not just effort

• Constructive feedback is delivered with respect—and received with curiosity

• Peer-to-peer feedback is encouraged, not awkward or off-limits

And most importantly, when mistakes or tensions arise, the team handles them through communication—not silence or avoidance.

Want to Build That Kind of Culture? Start Here.

1. Normalize Micro-Feedback
Encourage short, specific feedback exchanges regularly—after a meeting, a presentation, or a project. It lowers the stakes and builds comfort.

2. Train Managers to Model It
If leaders can’t receive honest feedback, no one else will either. It starts at the top.

3. Make Feedback Part of the Workflow
Don’t isolate it. Build it into team huddles, project retros, and even onboarding.

4. Reward Psychological Safety
Recognize and reward behaviors that create openness: speaking up, asking tough questions, or admitting when something didn’t work.

Final Thought

You don’t need a fancy tool or a new HR policy to build a culture of feedback. You need consistent behavior, clear expectations, and the willingness to be a little uncomfortable—for the sake of growth.

Because in a strong culture, feedback isn’t personal—it’s a sign that we care enough to help each other improve.

It’s 2025, and most companies have figured out that ping-pong tables, mental health days, and flexible work hours—while appreciated—aren’t enough to build a thriving culture. The truth? Culture isn’t about your perks. It’s about your patterns.

And the strongest signal in any organization is what leaders consistently reward, ignore, or tolerate.

What You Tolerate Becomes the Culture

We often think of culture as a set of stated values: words on a wall, a page on the website, or a paragraph in the onboarding packet. But the real culture of a company is lived in the everyday moments. It’s how people behave when no one’s watching—and especially how leadership responds when someone crosses the line.

If a manager consistently overlooks toxic behavior from a top performer, that’s culture.
If feedback is always encouraged but never acted on, that’s culture.
If employees are told to prioritize well-being but punished for setting boundaries, that’s culture too.

The culture you claim is only as strong as the worst behavior you allow.

Leadership Behavior Sets the Tone

Employees look to their leaders not just for direction, but for permission—on how to speak up, how to disagree, how to rest, and how to lead. When leaders are inconsistent, reactive, or avoid accountability, it creates confusion and mistrust across the organization.

In contrast, leaders who:

• Model healthy communication

• Enforce standards fairly

• Listen without defensiveness

• Acknowledge and fix mistakes
  …tend to create cultures of clarity, psychological safety, and performance.

Signs Your Culture Might Be Misaligned

• Employee engagement scores are high, but turnover remains steady

• “High performers” are burning out or exiting quietly

• You’re hearing about issues through whispers, not feedback channels

• People hesitate to challenge the status quo, even when invited

These aren’t just HR problems—they’re culture signals. And they’re often a reflection of what’s being tolerated, not just what’s being encouraged.

How to Start a Culture Reset

You don’t need to overhaul your mission statement to improve culture. You need to take consistent action on the moments that matter most:

• Clarify your non-negotiables. What behaviors and standards are deal breakers? Be specific—and follow through.

• Reward the quiet culture keepers. Not just the high performers, but the colleagues who live your values day in and day out.

• Hold leaders accountable first. Culture starts at the top. If executives aren’t walking the talk, it won’t matter what you put in writing.

• Create safe feedback loops. Make it easier to report concerns without fear, and close the loop when action is taken.

Final Thought

Culture isn’t just built through values. It’s built through boundaries. What we allow—intentionally or not—shapes how people behave, how teams collaborate, and how long your best talent stays.

So ask yourself:
What are we tolerating that goes against who we say we are?

Your answer may be the first step toward a stronger, more honest culture.