Abstract
This study explored organisational culture and strategy implementation within the framework of the fourth industrial revolution (4IR). Using semi-structured interviews and thematic data analysis, the study explored the primary determinants of organisational culture and how these drivers affect the implementation of strategies in the 4IR. A total of twenty-five bank workers from South Africa participated in the study to collect qualitative data. Version 23 of the Atlas-ti software was utilised to analyse the participant data. Content analysis was employed in the study to analyse the data. The study's findings suggest that a variety of organisational culture challenges have an impact on the banking industry's capacity to put strategies into implementation. This includes elements related to organisational skills, mentality and attitude, collaboration and partnership, innovation and technology investment, as well as aspects of organisational leadership and strategy, structure, learning, incentives, processes, and procedures. The study reveals a wider perspective and significant recommendations to help managers adopt a comprehensive and multidimensional approach when tackling organisational culture difficulties within the framework of implementing strategies in the banking sector. In addition to making significant recommendations, the study's conclusion emphasises how crucial it is for the bank to maintain a similar culture across all of its business units because this will affect employee morale and behaviour when the strategy is being implemented.