From “Ecce Homo” to “Ecce Mono”: What a Botched Fresco Teaches Us About Organizational Culture

In the heart of the Sanctuary of Mercy church in Borja, northern Spain, a centuries-old fresco of Jesus Christ earned worldwide fame—not for its original beauty, but for its disastrous restoration. The painting, Ecce Homo (“Behold the Man”) by Spanish artist Elías García Martínez, is now mockingly referred to as Ecce Mono (“Behold the Monkey”) after an ill-fated restoration attempt by 81-year-old Cecilia Jimenez.

Jimenez, with noble intentions but little expertise, tried to save the fresco from decay. Instead, her unintended “transformation” turned the serene portrait of Christ into a cartoonish figure that became a viral sensation, symbolizing good intentions gone horribly wrong.

Surprisingly, this story isn’t just an amusing footnote in the art world—it’s a cautionary tale for leaders building organizational culture. Like fresco painting, culture is crafted carefully in its early stages, and hasty, poorly considered attempts to “fix” it later can lead to unexpected and undesirable results.

Fresco Painting and Organizational Culture

To understand the parallels between fresco painting and company culture, it helps to consider the unique demands of the art form. Frescoes, dating back to 1500 BCE and famously mastered during the Renaissance, are created by applying pigment to fresh, wet plaster. As the plaster dries, the pigment fuses with the wall itself, making the painting a permanent part of the surface.

This meticulous process requires speed and precision—once the plaster sets, mistakes are nearly impossible to fix. Iconic works like Leonardo da Vinci’s Last Supper and Michelangelo’s Sistine Chapel ceiling are testaments to the enduring power of a well-executed fresco. But the very permanence that makes frescoes timeless is also what makes them risky. Errors made in the beginning are difficult, if not impossible, to correct.

Organizational culture operates much the same way. In the early days of a startup or venture, the focus may be on product development, customer acquisition, or refining the business model. Culture often forms unconsciously during this period—just like a fresco taking shape as the plaster dries. But if foundational mistakes go unnoticed, they can become “set in stone,” leading to long-term challenges.

Founders as Cultural Artists

Just as aspiring fresco painters once learned their craft through apprenticeships under master artists, employees absorb organizational culture by observing leaders. Founders play the role of master painters—shaping the culture through their behaviors, decisions, and values.

The lesson here is simple: culture should not be treated as an afterthought or something to retrofit later. Much like a fresco artist preparing their materials and design before the first brushstroke, leaders must be intentional about the values they instill from the start. If the cultural foundation is laid without care, attempts to “restore” or “repaint” it later may result in unintended consequences—akin to Jimenez’s transformation of Ecce Homo into Ecce Mono.

What Went Wrong in Borja—and What Leaders Can Learn

Cecilia Jimenez didn’t mean to create a global meme. She saw a deteriorating work of art and tried to save it. But her lack of preparation and expertise led to a result far removed from the original vision. In organizations, leaders face a similar risk when they ignore cultural development or assume they can fix issues later without addressing root causes.

Think about a startup that neglects transparency and open communication during its growth phase. When conflicts inevitably arise, leaders may try to “patch” the problem with surface-level fixes—team-building exercises or new policies. But if the foundational values of trust and communication weren’t built early on, these efforts may feel hollow, like painting over dry plaster.

Or think about BlackBerry’s misstep in 2013. As the company struggled to reclaim market share from Apple’s iPhone, it brought on pop star Alicia Keys as its global creative director. The goal? To infuse the brand with fresh energy and creativity. But BlackBerry’s culture was deeply rooted in engineering and functionality—a company known for its secure, business-focused, keyboard-based devices. Creativity and artistry were never core aspects of its identity.

Less than a year later, the collaboration fell flat, criticized for its perceived inauthenticity. Many questioned how a tech-heavy, B2B-oriented company could truly align with a music-driven celebrity. Without a shared cultural foundation, the partnership came off as a marketing stunt rather than a genuine collaboration, failing to resonate with either BlackBerry’s core audience or Alicia Keys’ fans.

Compare this to the successful collaboration between Apple and Beats by Dr. Dre in 2014. Apple, a brand that celebrates design, creativity, and innovation, partnered with Beats, a company rooted in music and cultural influence. Both brands shared common values centered around creativity, aesthetic vision, and emotional connection. Their partnership was not just transactional—it was a natural extension of their identities.

Avoiding the “Ecce Mono” Outcome

Unlike a fresco, organizational culture isn’t entirely permanent. It can evolve and adapt—but only if leaders address issues with care and intentionality. Here’s how to avoid creating your own Ecce Mono moment:

1. Start Early: Don’t let culture form by accident. Establish core values and behaviors from the outset, and model them consistently. Research shows that employees who feel connected to their organization’s culture are 4 times more likely to be engaged and 5.81 times more likely to recommend their workplace to others.
2. Be Intentional: Just as a fresco artist plans their design before applying the first brushstroke, leaders should plan how culture will be integrated into daily operations. This intentionality can prevent long-term issues like burnout, with employees connected to strong culture being 62% less likely to experience it.
3. Lead by Example: Culture spreads through people, not policies. Leaders who embody the organization’s values set the standard for everyone else. When employees see their leaders practicing what they preach, they’re 43% less likely to look for external job opportunities.
4. Don’t Be Afraid to Adjust: While it’s harder to change an established culture, it’s not impossible. Leaders must take the time to identify what’s working and what isn’t, making adjustments with the same care and precision as an artist restoring a masterpiece.

The story of Ecce Homo becoming Ecce Mono is more than a viral joke—it’s a reminder that good intentions alone aren’t enough. To create a thriving organization, leaders must approach culture with the same care, foresight, and skill that Renaissance artists brought to their frescos.

When done right, culture can be a masterpiece—an enduring, living fresco that inspires and sustains an organization for years to come. But without that early attention, leaders risk creating a caricature of their original vision: a well-meaning effort that missed the mark.

Don’t leave your organization’s culture to chance. Like a master painter preparing to create something timeless, take the time to craft it with intention—before the plaster dries.

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