Build organisation culture as a strategic capability

Culture is the glue that holds an organisation together. It is the most critical variable for success as it dictates employee engagement, productivity and retention. Your culture will enable — or scuttle — your business strategy.

Culture underpins every aspect of how your organisation functions

The culture of an organisation is embedded in the very fabric that holds it together. It drives everything: from how decisions are made to how feedback is given, from how your organisation learns and develops, to how employees join or leave you.

The opportunities, challenges and barriers organisations may face when transforming organisational culture include:

  • Rethinking command and control
  • Building trust and responsibility
  • Breaking down silos to foster collaboration and innovation
  • Creating a genuine customer-centric mindset
  • Cultivating openness and curiosity to foster true inclusivity
  • Nurturing mindfulness to become sustainable at the core

Culture must therefore be understood as an organisational capability and be developed in “close conversation” with your corporate strategy. It is only by shifting and aligning your culture to fit with your new priorities that you can achieve real transformation.

Aligning workforce culture with your priorities to achieve real transformation


of organisations say that "how we build culture" is the aspect of the employee
experience that has changed most due to the pandemic.


agree that culture is crucial when implementing flexible working.


see an improved culture as critically important to driving business outcomes, and attracting and retaining talent.

How do we change organisation culture?

  • Design a desirable culture

    A jointly designed targeted culture brings people together and projects a desirable future for every employee. Its goals should be ambitious and in line with the strategic direction of the organisation. It should build upon the strengths of the current workforce culture, and anticipate and fulfil the needs of the future.
  • Reflect on existing behaviour

    An authentic evaluation of the current workforce culture and related behaviours are key to successful transformation. This process generates a picture of reality, triggers the process of behavioural change, and creates a strong call to action.
  • Remove culture barriers

    Identify artefacts and behaviours that prevent people from acting in line with the targeted culture. Written and unwritten rules will come to the fore and be questioned. Redesigning or doing away with such rules will remove obstacles that prevent people from adapting to the new normal.
  • Invite to develop

    The entire transformation journey is an invitation for employees to develop both their organisation and themselves. It is a promise that must be kept. Within the emerging organisational learning process, new ways of working will be explored and internalised.
  • Activate every employee

    Through leadership alignment and development, leaders start acting as role models and actively shape change. Continuous communication addresses the barriers to transformation. Dialogue and participation generate acceptance and engagement within the workforce, activating everybody for the future.