Nowadays, in an ever-changing market and growing competition, optimizing corporate culture is becoming a critical factor in ensuring the sustainability and success of an organization. This article is devoted to the consideration of a timely problem - optimizing the structure of corporate culture for modern business challenges, as existing models often do not fully take into account digitalization, remote work, detachment and growing demands of personnel. To achieve the goal, the following tasks were set: to analyze the leading models and approaches to building corporate culture, to identify the key elements that require clarification and adaptation, to propose an updated structure of corporate culture. The methodological basis of the article was the analysis of scientific literature on the topic of corporate culture, the results of expert interviews with HR-managers and managers, as well as comparative analysis of the best practices of leading companies, reports. Special attention is devoted to the content of the components of corporate culture, the advantages and problems of its formation are emphasized. As a result of the study, the structure of corporate culture was proposed, supplemented with the following elements: role model of employee behavior, issues of cognition of oneself and one’s place in the company, emotional atmosphere and development in the team, communication, ethics, as well as general provisions and comfort zones. The proposed structure goes beyond traditional approaches by emphasizing individual development, creating a favorable working atmosphere, contributing to the emotional intelligence of the employee and creating a transparent communication environment. The scope of application of the research results is the development and improvement of human resource management programs, strengthening of corporate culture, as well as increasing the efficiency of the organization.