Hunting and Gathering in the Corporate Tribe: Archetypes of Corporate Culture.

Name :- Salunkhe Abhishek Laxman,
Dept. of Sociology, SPPU Pune,
Is Corporations are evolved Tribes?

In the dim light of prehistory, our ancestors gathered in tribes – groups bound by shared purpose, rituals, and the basic need to survive. Today, we still cluster in tribes, but they've evolved far beyond the firelit circles of our past. "We have
not ceased to be tribal. We simply drive to work now, park our cars, and gather in conference rooms instead of around campfires." (Sinek, S. 2014). In contrast, Keith Wilcock in book ‘Hunting and Gathering in the Corporate Tribe’ (2004) linked corporations to evolved tribes, Wilcock offers a fresh anthropological lens on corporate life, revealing how primal roles such as hunters, gatherers, and chiefs continue to shape the corporate ecosystem. The book intrigued me to read by linking ancient archetypes to modern corporations, questioning how capitalism reshapes primal human roles like hunters and gatherers, blending tribal instincts with profit-driven motives in a strikingly anthropological and sociological framework.
Wilcock divided book in two Parts: Corporates Archetypes (Chapter 1-11) and Worlds culture vs Corporate Culture (Chapter 12-18) employs blend of analytical, metaphorical, and narrative writing styles. In part one, Wilcock It delves into how these tribal roles such as hunters, gatherers, wizards, and chiefs—manifest in corporate settings. Each chapter delves into specific
archetypes, such as the nurturing Anima and the ruthless Animus, and examines
their influence on leadership, collaboration, and corporate culture. Author metaphor various activities like ‘Shopping as Gathering’, ‘Marketing as Corporate hunting’ and etc. He provide anthropological parallels between tribal
societies and modern corporate structures by examining corporate roles like gatherers (customer service/data collection), hunters (sales/marketing), and chiefs (leaders) that mirror tribal roles (Chapter3-5) . It highlights the
competitive, territorial nature of corporate warfare, akin to tribal conflict, and explores innovation through the "wizard" archetype (pg. 71). The council of elders in tribes parallels modern corporate boards, offering strategic guidance (pg. 93) and success of corporations hinges on balancing these primal archetypes, emphasizing the collective effort of employees, or "troops," in executing visions and ensuring survival (pg. 99). Along with this Wilcock
argues how the corporate hierarchy was originally modeled on the military but now being collaborative and participative is sometimes more effective (pg. 17).
The latter half of the book presents a compelling examination of corporate culture's global impact and its relationship with traditional societal structures. Book devles how author's observation that effectively frames the transformation
of global society. The text draws fascinating parallels between corporate expansion and biological systems, noting that corporate culture spreads "like a virulent bacteria, expanding globally" (pg. 115). Wilcock extent analysis to
nation-states, where traditional tribal roles persist in modern forms, exemplified by the U.S. system with "a Chief, many sub-chiefs, and councils of elders like the Senate and Supreme Court" (pg. 142). Also the author's examination of
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China's corporate adaptation to deal with global interconnectedness (pg. 159). The book concludes with a forward-looking perspective, suggesting that "America's leaders should create a vision to bring the Third World into full participation in corporate culture" (pg. 204). While acknowledging corporate culture's potential for fostering global unity, the author maintains a critical stance on its empirical emphasis, noting that "Corporate tribes rely on science
and measurable results, not religious leaders" (pg. 178). While the book offers compelling parallels between tribal archetypes and corporate structures, it risks perpetuating traditional masculine imagery in
leadership roles and forcing modern phenomena into historical tribal frameworks. This approach may reflect confirmation bias, as the examples often selectively fit the metaphor, while neglecting the nuances of original tribal
cultures. Furthermore, in a contemporary capitalist world, the spread of corporate culture threatens the existence of tribal and indigenous communities, eroding their distinct identities under the guise of globalization. This book is
particularly recommended for corporate leaders, anthropologists, sociologists, and anyone interested in understanding organizational dynamics through a historical lens. However, it leaves readers questioning: does the rise of corporate culture enrich humanity or reduce it to conformity? As the author states, "Corporate culture, with its own language, costumes, and building styles, is a massive new culture spreading worldwide" (pg. 108) but is this spread a unifying force or the loss of something irreplaceable?