In many organizations, strategy is planned in the main boardroom and communicated through memos and formal meetings. However, the real transmission of values, perceptions, and attitudes happens elsewhere: in hallways, cafeterias, internal chats, and affinity groups. The classic Colombian series Yo soy Betty, la Fea, with its universe of characters at Ecomoda, is a perfect example of how informal leaders and networks influence—positively or negatively—organizational culture.
At Ecomoda, several “tribes” coexist, each with its own codes. El Cuartel de las Feas—the group of secretaries and administrative staff led openly by the warm-hearted Inesita and, behind the scenes, by Betty herself—is a subculture within the company. Its existence emerges as a response to exclusion and to management’s superficial emphasis on appearance over talent.
This group functions as a safe space where its members share information, support one another emotionally, and build mutual loyalty. Beyond its comedic caricature, the Cuartel embodies an organizational truth: informal groups often form to compensate for gaps in the formal structure, whether in communication, recognition, or a sense of belonging.
In real life, understanding these subcultures is key to aligning the entire organization with the desired culture. Ignoring or underestimating them is equivalent to allowing a segment of the team to feel disconnected—or even opposed—to the strategic direction.
In Betty la Fea, the Cuartel is the main channel of unofficial communication. The gossip that circulates there—sometimes trivial, sometimes critical—reaches staff faster than any presidential memo. The messenger, the doorman, the executive assistant, and even Hugo Lombardi all contribute to this information ecosystem.
In many real companies, informal networks are faster and more trusted by employees than formal channels. They are the “nervous system” that connects areas that do not even interact on the organizational chart. Although often seen as a risk for rumors, they are also a powerful asset if managed intelligently: a message conveyed through informal leaders can dramatically amplify its reach and credibility.
The challenge for senior management is twofold: identifying these nodes of influence and ensuring that what they transmit reinforces—rather than erodes—the desired culture.
Before becoming president, Betty was already a leader at Ecomoda. Her ability to listen, her work ethic, and her willingness to help made her a point of reference for the Cuartel and for other characters. Inesita, with her experience and calm demeanor, exercised moral leadership, mediating conflicts and reminding others of values such as respect and care. Hugo Lombardi, though distant from financial matters, had a decisive influence on the brand’s aesthetics and internal perceptions.
This reflects a common organizational phenomenon: leadership does not always align with the organizational chart. True influencers may hold administrative, technical, or support roles, yet command respect and attention from their peers. In many cases, these are the figures who determine whether a cultural change is embraced or resisted.
The lessons from Ecomoda can be translated into concrete steps for real-world leaders:
- Map the informal network: Identify the natural connectors. They are not always the loudest voices; sometimes they are the ones everyone listens to or consults before acting.
- Involve informal leaders in change initiatives: If you aim to transform processes or culture, securing their support early can ensure smoother adoption.
- Listen to what circulates in the informal network: Rather than fighting it, use it as a thermometer to understand the organizational climate and adjust messaging.
- Reinforce coherence: When formal and informal messages contradict each other, the informal network will win on credibility. Consistency between what is officially said and what is lived day to day is essential.
In the storyline of Betty la Fea, the disconnect between management and peripheral staff generates misunderstandings, resentment, and resistance. Had leadership integrated and recognized the value of the Cuartel earlier, many internal crises could have been mitigated. In real organizations, overlooking these dynamics can lead to talent loss, passive sabotage, and erosion of internal trust.
Ecomoda—with its mix of glamour, tension, and camaraderie—is a mirror of any company where formal and informal structures coexist. El Cuartel de las Feas shows that informal groups and leaders are not an inevitable threat, but a valuable resource for communicating, motivating, and sustaining organizational culture.
The key lies in recognizing their existence, respecting their influence, and bringing them into the shared project. As in Betty’s own journey, the deepest transformations are not achieved solely through formal power, but through trust, respect, and the communication that flows in those spaces where—between coffee and laughter—the true culture of the organization is decided.