In my experience, the key thing is to have a "layered" culture. Yes, you start with a general "culture", which ideally boils down to "don't be a jerk", "respect

In my experience, the key thing is to have a "layered" culture. Yes, you start with a general "culture", which ideally boils down to "don't be a jerk", "respect others", and probably "we're all in the same boat"; but then you give the managers and team leads the authority to adapt that to their respective departments and individual teams. You have people who enjoy meetings and talking directly? Great, have some meetings and calls with them as necessary. You have others that - as a sibling comment stated it - don't want cultural cohesion and don't want to be "friends" with their coworkers? You implement techniques that allow them to be productive without constant interruptions and required interactions. On one hand, implement async working practices; but on the other, offer people a chance to meet their local colleagues (not necessarily on the same team) in a coworking space (e.g. using Hubble [0]) or on regular "offsites". For some reason, managers keep trying to find a "perfect" methodology they will just implement and things will keep running smoothly on their own; but that's an illusion. Management is all about constant adjustment and adapting to specific people and circumstances. [0] https://hubblehq.com/ https://hubblehq.com/