If you are like me, reading broadly about how things get done, the people who get it done, and the things that impact work, especially the future of work, then you pick up on the emergence of new words, phrases and terminology that peak our interest in learning more about them. “Culture tax” is a term I have seen growing in usage in the past year.
My job takes me into a wide range of warehouses and distribution centers that are part of the “food chain” that makes what you eat available in your supermarket of choice. The cost of all the infrastructure elements, including labor from farm to store and everything in between, is baked into the price you pay for an item, on top of which is the store’s profit margin. In food, that’s about a 3% profit margin—not much.
In food and beverage distribution, every minute, movement, and morale point matters and contribute to cost. Culture tax represents the unseen friction that drains these assets daily. By naming it, measuring it, and addressing it through standardization, leadership consistency, and inclusive design, organizations can turn cultural friction into cultural flow—transforming everyday operations into sustainable competitive performance.
What Is Culture Tax?
“Culture tax” refers to the extra emotional, cognitive, and time effort employees expend to operate within the informal norms of a workplace—those unspoken rules that exist alongside official policies and SOPs (standard operating procedures). Unlike financial or regulatory costs, culture tax erodes productivity quietly, as workers adjust, interpret, and navigate inconsistent expectations across shifts, teams, and leaders.
In fast-moving industries like F&B (food and beverage) distribution, where operational rhythm depends on precision, speed, and coordination, this invisible tax compounds daily. It manifests as mental fatigue, confusion, and decreased engagement—all of which directly affect throughput, safety, and workforce stability.
Why Is Culture Tax High in the Food Chain?
Throughout the process of moving food from the farm, or beverages from the factory to your supermarket, there are many unique reasons.
- Food is perishable, which requires a high level of urgency in moving it: The constant race against expiration dates and temperature controls creates a culture of “just get it done,” often leading to shortcuts and inconsistent adherence to procedures.
- In warehouses and distribution centers, perishable food is kept in cold storage zones: Harsh conditions in these zones make communication, focus, and physical performance more demanding, amplifying the need for clear, standardized norms.
- The use of seasonal and temporary labor in the food industry, especially at peak times like the Thanksgiving and Christmas holidays, results in high worker turnover with variable experience levels requiring constant retraining and increasing reliance on peer norms rather than formal processes.
- One of the most disruptive reasons is different processes have multiple ways to complete tasks. When workers are allowed (or forced) to use different systems or informal methods, training becomes fragmented and performance inconsistent.
- We should not forget that especially in the food chain, there’s a mix of people speaking different languages working together. Language diversity, while an asset, can also increase dependence on non-verbal cues and peer interpretation—both fertile ground for culture tax to grow.
Where Culture Tax Shows up in Operations
- Many food chain operations work around the clock, having two or three shifts. Each shift can develop its own unwritten rules, making handoffs inconsistent and frustrating for workers moving between schedules.
- Many operations rely on peer-dependent onboarding. New hires often learn from whoever is available, which reinforces habits—good or bad—rather than institutional knowledge.
- When deadlines loom, workers revert to “the way we’ve always done it,” undermining standardization and compliance. “Shortcuts” are usually not a good thing.
- Resistance to change is a human behavioral characteristic. Introducing new workflows, technologies, or operating system enhancements often meets skepticism, not because of poor design, but because cultural habits resist disruption.
The Strategic Opportunity
Reducing culture tax isn’t just a morale issue, it’s an operational multiplier. When cultural alignment matches process and technology alignment, organizations unlock measurable gains in labor efficiency, safety compliance, and retention. For F&B distributors under pressure from rising costs and tight labor markets, this alignment is no longer optional: It’s a strategic advantage.
Some Ways of Reducing Culture Tax
- Standardizing norms, not just SOPs (standard operating procedures) – Codify behavioral expectations and reinforce them through coaching, not memos.
- Adopting a single multimodal technology platform – Tools like voice-directed or wearable solutions unify work execution, reducing variation and training complexity.
- Leveraging respected peer trainers – Workers follow people they trust; training through peers embeds consistency in a culturally resonant way.
- Aligning shifts through shared leadership expectations – Unified leadership language and feedback loops close the gaps between shifts.
- Co-designing change with operators – Involving front-line workers in process design increases ownership and dramatically boosts adoption.
About the Author
Tim Lindner develops multimodal technology solutions (voice / augmented reality / RF scanning) that focus on meeting or exceeding logistics and supply chain customers’ productivity improvement objectives. He can be reached at linkedin.com/in/timlindner.
