Culture Change
Culture isn't a project with an end date. It's the lived experience of everyone in the organisation, shaped by hundreds of small decisions every day. These resources explore how to understand, influence, and develop the culture you want to create.
Tools
Frameworks for understanding, assessing, and influencing organisational culture - from surface-level behaviours to the deeper assumptions that drive them.
The Competing Values Framework is a model for understanding organisational culture by mapping it across two dimensions - flexibility versus stability, and internal versus external focus. It reveals which of four culture types your organisation leans towards.
Edgar Schein's Culture Model explores organisational culture at three levels - visible artefacts, stated values, and the deeper underlying assumptions that really drive behaviour. It helps organisations get beneath the surface of what their culture actually is.
The Cultural Web is a model for understanding and mapping organisational culture across six interconnected elements. It helps you see how stories, rituals, symbols, power structures, controls, and organisational structures shape the way things are done.
Articles
Exploring how culture develops, how it connects to strategy, and what it takes to create lasting cultural change.
The strategy is clear. So why does the organisation keep doing something different? The answer usually isn't about communication or buy-in. It's about the conditions nobody designed for.
A merger changes structures, systems and reporting lines. But whether two organisations genuinely become one depends on something integration plans rarely design for.
Silos between teams aren't the problem - they're a signal. What organisational silos reveal about the conditions shaping how your people work.
Most culture change efforts don't last. The pattern is remarkably consistent - and it points to something fundamental about how culture actually works.
Psychological safety is one of the strongest predictors of team performance - but it's often misunderstood. This article explores what it actually looks like in practice, why it matters beyond the research headlines, and what leaders can do to build the conditions where honesty, learning, and real collaboration become possible.
A practical guide to developing organisational culture. Cuts through the theory to explain what culture actually is, why most culture change programmes fail, and how to develop culture in a way that lasts - by working with your organisation as a living system, not a machine.
Courses
Training for leaders and teams working to understand, shape, or shift their organisational culture.
A one-day course on building recognition into how your organisation works. You will audit your current approach, understand what different people actually value, and design practical recognition habits that stick.
A one-day course on building a culture where collaboration actually happens. You will identify the structural and cultural barriers in your organisation and design system-level changes to break them down.
A one-day course on understanding and changing organisational culture. You will map the culture you actually have, identify what needs to shift, and design practical interventions that create lasting change.
Case Studies
Stories from our culture change work across different sectors and contexts.
Charity culture change case study: how service delivery, operational systems and team capability were redesigned to make brand values a lived experience.
Culture change in social housing case study: how practical systems and service design drove lasting change after a 100,000-home housing association merger.
Let's talk about what you're working on
Whether you're navigating a merger, rethinking how you're structured, or trying to shift a culture that isn't working - start with a conversation.