Organizational culture is a foundational tool that can be measured, managed and led.
CultureTalk Culture Profiles turn culture into a tangible tool that can be scaled across:
Measuring culture against the framework of Archetypes gives leaders a way to operationalize and align strategy, brand, and experience.
These stories create a common language that get the whole team onboard. They identify underlying beliefs that move teams forward or hold them back, as well as what’s missing for new behaviors to emerge.
CultureTalk Profiles uncover ‘the unwritten rules of engagement’. A unique cultural profile helps teams define purpose-driven missions, articulate authentic corporate and talent brands, and execute change and growth initiatives (including M&As) that exceed expectations.
Most companies “get” branding. They understand it or, at least, they’ve hired people who do. But, companies are more recently realizing the brand designed to resonate with their target audiences wasn’t designed to strike a chord with the millennials and Gen Zers they’re trying to recruit. Here’s why.
While the prospect of culture change may feel daunting at first, it’s not as scary, overwhelming, or impossible as you might fear. With the right framework and process, a culture transformation can be distilled into practical steps and behaviors that get people at all levels of the organization rowing in the same direction.
Checking the culture box isn’t enough. Culture has taken center stage and every CEO has taken notice. But creating an organizational culture that attracts talent, drives employee engagement, and informs business strategy is challenging for even the strongest leaders.
Leaders are looking to get the best out of individuals and teams, but to do so they must first get the best out of themselves.
The moment you survey a team to ask their opinion on cultural issues, you must be prepared to share authentic results and an action plan to create change. If you don’t, engagement and morale will be negatively affected.
CultureTalk Partner Reynaldo Naves and his associates at Olivia Global had a big assignment: transform the culture and create cultural consistency across multiple brands underneath Brazil’s largest fashion retailer in-step with operations integration and technological advancements. This was a successful company with a great reputation and wide reach. They had already found a winning formula, so it had to be asked “How do we move around the parts and pieces of this organization without breaking anything that works?” The intervention had to be deliberate and precise.
