John Chambers, the former CEO of Cisco Systems, didn’t just grow one of the most influential tech companies of its time—he also mastered the art of evaluating a company’s culture at lightning speed. According to Chambers, it takes him less than five minutes to gauge whether a business has a customer-focused culture or is bogged down by bureaucracy and internal self-interest. And the way he does it? By simply walking through the office.
Sounds too good to be true, right? But Chambers’ approach is surprisingly insightful, and it offers a valuable lens for entrepreneurs, investors, and even employees trying to understand the DNA of a business. Have you ever wondered what your workplace says about your leadership, your values, or your customer commitment? Let’s explore the four key areas Chambers uses to assess a company—and what you can do to ensure your office sends the right signals.
1. Office Layout: Who Gets the Light?
One of the first things Chambers observes is the physical layout of the office. Specifically, he looks to see where the natural light goes.
In companies with a hierarchical or manager-centric culture, it’s common for the top brass to have the corner offices with big windows, leaving employees to toil in dark cubicles or interior workspaces. This layout might signal that leadership prioritizes comfort and prestige over collaboration or employee well-being.
On the other hand, when managers are positioned in the middle of the office and employees are seated around the perimeter near natural light, it communicates a different story. It suggests a company that values its workers and recognizes where the real work gets done.
Are your leaders hoarding the best resources, or are they empowering your team to do their best work?
2. Furniture: Mahogany or Modest?
Next, Chambers looks at furniture—and not in a superficial way. To him, lavish furnishings in executive suites, especially the kind that screams “country club” with oversized mahogany desks and plush leather chairs, indicate a company that’s too internally focused.
He prefers to see plain, functional furniture across the board. This suggests frugality and a shared sense of purpose. Leaders who choose modest setups demonstrate that they’re not above the people they manage. They’re part of the same mission.
If your office furniture is built more for status than utility, you may be unintentionally sending the message that hierarchy matters more than impact.
3. Incentives: Are Employees Owners Too?
Chambers then turns his attention to how employees are compensated, especially when it comes to equity. Stock options are a powerful way to tie personal success to company success, but he doesn’t stop at whether stock is offered—he digs deeper.
He looks at the distribution of ownership. If executives hold a disproportionate amount of equity while lower-level employees have none, that tells him the company may have a “top-heavy” culture. A balanced approach where employees are granted meaningful ownership shows a culture of inclusion, trust, and shared responsibility.
If you’re running a business, consider how your incentive structures reflect your values. Do you reward only the few at the top, or do you invite your team to share in the success they help create?
4. What’s on the Walls: Real Culture vs. Corporate Decor
Finally, Chambers pays attention to what’s on the walls.
Are there pictures of real people—employees’ families, team-building events, sports victories, or community involvement? Or is the decor limited to generic, store-bought prints that say nothing about the people who work there?
The art on your walls is a visual clue to what the company celebrates. Culture isn’t defined by a mission statement printed on glossy posters; it’s reflected in the everyday choices people make and what leadership chooses to spotlight.
If the walls are silent about the team, that says a lot too.
Why This Matters More Than Ever
In today’s economy, where partnerships, recruiting, and even customer loyalty hinge on alignment of values, culture is no longer a soft skill—it’s a strategic asset. Chambers’ approach is refreshingly simple and deeply revealing.
It’s a reminder that you don’t need to comb through org charts or spreadsheets to spot the soul of a company. Sometimes, a five-minute walk-through is all it takes.
So, next time you walk into your own office—or a potential partner’s—take a look around with Chambers’ lens. You may learn more than you expect.
If you took an honest walk through your business today, what would someone like John Chambers conclude? Would they see a customer-focused, inclusive, and practical culture—or one that prioritizes status, internal politics, or appearances?
