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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.

There is significant rivalry among South African banks as a result of the banking sector's being oversaturated. Banks can make use of financial resources, robust organisational cultures, human resources, and productive employee collaboration in light of resource-based theory. The implications of strategy implementations in the banking sector are also looked at. An in-depth interview was created to collect data from twenty-five bank employees. Altas Ti was used for data analysis. The relationship between organisational sustainability and strategy implementation drivers was investigated in this study through the use of qualitative research methods. The results indicate that technology, social capital, organisational culture, and support from upper management all significantly influence how much a strategy is put into implementation. The findings also demonstrate a clear connection between the drivers of strategy implementation and achieving favourable financial and customer outcomes in addition to obtaining a competitive advantage. This study also clarifies the variables that affect strategy implementation and how it could enhance this sector's growth and competitiveness prospects. According to the current study's findings, in order to enhance organisational effectiveness, the banking industry needs to pay special attention to strategy implementation drivers.

Organizational culture and firm performance are some of the most researched topics in management because of their importance to organizations. Many studies have explored the relationship between organizational culture and firm performance.  The aim of the study is to link organizational culture and firm financial performance and this link was explained by conducting a literature review. The paper investigated the linking organizational culture and financial performance and found that there are different types of organizational cultures and all of them affect the performance of organizations.