Exceptional Culture
How GJ Comunicaciones Turned 30 Years of Culture into a Roadmap for What Comes Next
The Bogota-based communications agency built a culture on honesty, talent, and high standards. Then they asked their team to tell them honestly how it was going, and used what they heard to build an even sharper plan.
Company
GJ Comunicaciones
Contact
Valentina Humar, CEO
Industry
Branding / PR
Location
Bogota, Colombia
Overview
Why Agency Workplaces
Culture Deserves the Same Rigor as Client Work
GJ Comunicaciones did not come to Agency Workplaces looking for a trophy. They came because they believe culture deserves the same level of rigor, measurement, and strategic attention that they bring to their work for clients. Their business is built by people, and the strength of that team is directly tied to the health of the workplace.
The program offered something specific: the chance to validate what was working, benchmark the agency against a real standard, and most importantly, listen more deeply to the team. For an agency that has spent decades building trust with clients through honesty, applying that same standard internally was a natural step.
The recognition that followed mattered, but it was not the point. The point was the honest insight into the lived experience of the people who make GJ what it is, and the clarity about where to improve.
What We Learned
A Strong Culture That Still Has Room to Sharpen
The results confirmed something GJ already sensed: the culture is strong. Team members see the agency as a place defined by commitment, talent, and energy. That confirmation matters, because it tells leadership that the signal they are sending is being received.
But the feedback also came with a clear and specific roadmap. Three things emerged as priority areas. First, people want greater clarity and consistency in workflows, priorities, and decision-making. In a fast-paced agency environment, agility is valuable, but too much change without structure creates rework and confusion. Second, recognition matters deeply to the team, and it needs to feel more personal and relevant across different roles and contributions. Third, people want more protected time for training, strategic thinking, and work that requires sustained focus.
Each of those themes was concrete enough to act on. For an agency that already holds itself to high standards, having a precise picture of where to direct that energy was the most valuable outcome of the program.
What's Next
Three Priorities, One Direction
1 | Simplify and strengthen key workflows so teams have more clarity, better traceability, and fewer unnecessary changes. That means reviewing processes, clarifying responsibilities, and aligning more consistently around strategic priorities. |
2 | Refresh the recognition approach to make it feel more personal and relevant across roles. That includes spontaneous recognition, visible appreciation, and formats that resonate with different contributions and working styles. |
3 | Create intentional space for learning, reflection, and strategic thinking. At GJ, growth is not something that happens when there is time left. It is part of how the agency operates. |
Tips for Building Great Culture
Growth Is Not a Leftover Activity
GJ's tip for other agencies is direct: if you want a stable, motivated, high-performing team, you have to create real opportunities for people to learn, sharpen their judgment, and expand their skills. Training and space for strategic thinking are not bonuses to be offered when things slow down. They are what allow teams to stay relevant, creative, and ready to deliver at a high level.
That is especially important in agencies where innovation, multidisciplinary thinking, and consistent execution are central to what the agency promises clients. The team cannot offer what they have not had the space to develop.
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