Raise your hand if you’ve worked for a company that insisted on referring to employees as “partners” or “team members.” I’m looking at you, Starbucks. When I’m doing keynotes, about 15% of the time, I’m instructed not to say “employees.” This is a management choice to use inclusive language so people on the team feel more valued and integral to the organization’s success. This linguistic shift is part of a broader strategy to create a more unified, engaged, and motivated workforce, where everyone feels they have a stake in the company’s journey and outcomes.
Contrast that with Amazon’s recent statement about the Teamsters strike across seven distribution centers: “What you see here are almost entirely outsiders.” Ahem, these are the “outsiders” who bring Amazon packages to your door. But they are (the statement continues) “not employees or partners.”
Today, we delve deep into a strategy that has defined Amazon’s operational success yet now teeters on the precipice of cultural backlash. Amazon’s use of contracting firms for deliveries—a pivotal move for scalability and cost management—illustrates a complex dance between culture and strategy. As we explore this dynamic, we uncover how it impacts not only Amazon’s internal culture but also its brand perception, which increasingly influences consumer behavior.
The Strategy and Its Trade-offs
Amazon’s strategy of using third-party delivery contractors is a masterclass in business efficiency, enabling rapid scaling and flexibility. This operational choice has been beneficial for Amazon’s bottom line, but it doesn’t come without challenges: it can compromise service quality and brand recognition. Have you ever seen a guy in a beat-up Hyundai walk up to your house with an Amazon package? I have. These “outsiders” are pivotal to Amazon’s customer experience, and it has been working for everyone—until now.
It’s ironic that the Teamsters are striking, but Amazon says they’re not even part of the team. This strategy has worked for Amazon and will continue to work until we reach a tipping point. The Teamsters know their Christmas strike will have little impact on Amazon’s operations, but I believe they are striking to leverage public perception as a powerful tool. Their goal is to tap into the growing trend of social activism, where public opinion can sway corporate policies significantly. It’s a critical juncture where the narrative being shaped by union efforts and public discourse could force Amazon to reconsider its approach if the negative perception begins to affect the bottom line. It’s all about results, and the Teamsters know that.
Amazon is all about the customer experience, but as stories of discontent among these “outsiders” become more public, they paint a picture of a company that may prioritize profits over people. This growing narrative could potentially erode customer trust and loyalty, which are foundational to Amazon’s ongoing success. Experiences shape beliefs, even those of your customers. That’s why culture and brand are the same. This internal culture battle is shaping my belief as a customer. I even noticed I was a little embarrassed saying I was getting all my Christmas shopping done through Amazon. I mean, I still did it, but I didn’t talk about it. We’re approaching a tipping point.
This potential shift in consumer sentiment, driven by the cultural narrative surrounding Amazon’s labor practices, underscores a pivotal moment: the strategy that once served Amazon so well may soon require reevaluation if public backlash grows strong enough to impact the bottom line. Moving forward, Amazon may need to weigh the operational benefits of its current strategy against the long-term costs of eroding public perception. As we’ve seen, when culture and brand converge, the results can redefine a company’s path—Amazon is no exception.
Elsewhere In Culture
AT&T Follows Amazon’s 5 Day RTO Mandate
AT&T’s five-day, in-office mandate is a bold move that underscores a defining moment in workplace culture. This shift, echoing Amazon’s approach, represents a return to traditional work environments but risks alienating employees who have adapted to and thrived in hybrid or remote models. Workplace culture is not built on mandates alone; it’s cultivated through trust, engagement, and alignment with employees’ needs and expectations. Forcing employees back into the office full-time might signal a lack of confidence in the flexibility and autonomy that have become cornerstones of modern work culture. This shift raises a critical question: does physical presence truly drive collaboration and innovation, or does it inadvertently stifle productivity and morale by creating a culture of control?
The strain between leadership decisions and employee expectations highlights a cultural disconnect that many organizations face today. Effective workplace culture thrives on trust and shared purpose, not just physical proximity. When employees perceive mandates as top-down decisions made without their input, it can erode the very culture leaders aim to strengthen. AT&T’s efforts to upgrade facilities and reimagine workspaces suggest an awareness of these challenges, but culture isn’t built by better desks or meeting rooms—it’s built by listening, adapting, and fostering environments where employees feel valued. As organizations navigate the return-to-office debate, they must remember: the future of work isn’t about where employees sit, but how they feel empowered to contribute to meaningful results.
Starbucks workers’ union authorizes potential US strike
The authorization of a potential strike by Starbucks baristas underscores a critical moment in workplace culture—a clash between employee empowerment and corporate strategy. With over 10,000 workers represented by the union and demands for better wages, staffing, and scheduling at the forefront, this standoff reflects deeper challenges within the evolving dynamic of modern workplaces. Employees are not just advocating for improved conditions; they’re demanding a culture that values their contributions and prioritizes fairness. A potential strike signals a breakdown in trust—one of the foundational elements of a thriving workplace culture. While Starbucks has taken steps to improve benefits, such as increasing paid parental leave, the unresolved legal disputes and absence of a comprehensive economic proposal reveal a disconnect between leadership’s actions and the frontline workers’ expectations.
This moment offers Starbucks an opportunity to demonstrate whether it can bridge the gap between its stated commitment to “coffee house culture” and the lived experiences of its employees. The heart of Starbucks’ brand has always been its focus on community, both inside its cafes and in its broader organizational culture. For that community to thrive, employees must feel heard, respected, and empowered. Trust isn’t built through public statements or isolated benefits—it’s built through consistent, meaningful engagement and action. If Starbucks can align its turnaround strategy with the principles of fairness and transparency its workers are demanding, it has the potential not only to avoid a strike but to rebuild a culture where employees and leadership collaborate to achieve shared success.
Profits and people — you don’t have to choose. The best leaders know you can’t build one without the other.
On this week’s episode of Culture Leaders, Carmen Amara, Chief People Officer at Yelp, shares how they’re thriving in a remote-first culture while other companies are pushing a mandatory return to office.
Carmen gets real about:
✅ Why leading with empathy isn’t “soft” — it’s a business strategy.
✅ How data-driven decisions shaped Yelp’s remote success.
✅ The tension between profits and purpose — and why you don’t have to sacrifice one for the other.
We also unpack how AI can make work more human and the power of storytelling to build a values-driven culture.
This is a must-listen for leaders navigating today’s workplace realities. If you’re still clinging to outdated strategies, Carmen’s insights will challenge you to lead differently.