You need to demonstrate the behaviors of tomorrow, today
​to achieve the results of tomorrow.

​CULTURE SETTING - Setting the right standards of leadership, beginning at the top. The foundational stage of culture transformation is to ensure that the cause (what we stand for) is bigger that the cost (what we sell). The coherency of the vision-mission-values is critical to ensure that there is consistency in the organization's leadership DNA. All senior leaders must be crystal-clear on what is the story behind the cause we stand for.

CULTURE ALIGNMENT - Now that the leadership script is set, the next task is that of ensuring process alignment and accountability. During this phase, we partner closely with the HR/OD leaders to put in place initiatives that will engage the hearts and minds of all employees. There is no point in rolling out new programs when the corresponding process for sustainability is not there. Central to this alignment effort is the launch of a cohesive internal communications plan which includes a clear dissemination of organization-wide key results. The interplay of the leadership DNA and the key results form the context for a proper design of a comprehensive competency and talent development framework.​

CULTURE COACHING - The manager's behavior is the single most significant contributor to employee engagement and if we do not address the "manager factor", no amount of team-building activities can transform an organization's culture. What is needed in the early stage of culture change is not building the team, rather it is about engaging the managers and developing them from good to great managers. When you have great managers, half the battle is already won. The four vital roles of a great managers are the ability to identify talents, set expectations, motivate & engage and develop their team members.

CULTURE MOTIVATION - One significant contributor to employee engagement is to have the right job fit. How can the right job fit be possible if employees do not know how to articulate and communicate their talents to their managers? In addition, we typically recommend that the Gallup Q12 engagement survey to be implemented as a way to measure the state of employee commitment. The result of the Gallup Q12 engagement is also linked to the state of managerial competencies so the alignment is coherent. Besides job fit, we also provide input into ensuring cultural consistency in the hiring, on-boarding, performance appraisal and career development path. Once the leadership DNA is in place, the planning of competency frameworks, talent acceleration programs, management development program becomes a logical next-step process. Planning for competencies without the right culture design element in place is like putting the cart before the horse and when employees do not see the coherent flow from culture to curriculum, it will breed skepticism and disillusionment. 







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Click here to download the program outline for Culture Transformation Roadmap.
Click here to download an introduction document to Lego Serious Play.

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