2025, Vol. 7, Issue 2, Part B

India's path to becoming a developed nation by 2047-through the Viksit Bharat mission-demands not merely a skilled workforce but one that is flexible and forward-thinking. In an era dominated by digital disruption, rapid globalization, and a volatile, uncertain, complex, and ambiguous (VUCA) environment, organizations must reimagine their human capital strategies. This research examines the extent to which organizational culture, as shaped by values, leadership, and day-to-day practices, shapes the capacity of employees to learn, develop, and remain with an organization. The research is focused on the Indian Information Technology (IT) sector, a high-innovation industry that nevertheless suffers from the problem of high employee turnover. According to PRISMA methodology, we reviewed 48 business studies, industry reports, and business examples to find out cultural practices that truly enhance learning and long-term retention. Based on our review, we found that companies that focus on inclusivity, ongoing learning, and transparency are likely to have greater employee engagement and loyalty. Such cultures not only enable employees to upskill but also design environments conducive to resilience, creativity, and commitment. Real-life evidence from Infosys, TCS, and Wipro illustrates that connecting organizational culture with learning objectives prepares organizations for uncertainty and to succeed in the future. This report provides valuable advice to HR leaders, business decision-makers, and policymakers who wish to establish great, people-oriented organizations. It emphasizes the need to create a culture in which employees feel valued and motivated to develop professionally and personally. Doing so adds to the body of research into how workplace culture can be an effective means of sustainable talent development, particularly in a VUCA (volatile, uncertain, complex, and ambiguous) world.