Culture Development

Culture as a catalyst for organizational development

Sustainable transformations are not only about strategy and organization, but also about collaboration and how people are able to achieve results and progress.

Culture cannot be discussed, interpreted or developed in isolation. It is linked to (daily) practice and can only be facilitated by a congruent work context. Soft and hard elements must reinforce each other. We call this upper current and lower current.

Upstream

hard, content, control

Strategy, design, control, governance, systems, processes, tools

Undercurrent

soft, relationship, trust

Culture, interaction, individual, sentiment, perception, behavior, communication, attitude

Undercurrent (3)

How do we do that?

Development of cultural values

What behaviors characterize us? What makes us who we are? What culture and behaviors do we need to implement our strategy?

Direct interventions

Focused on interpretation and reflection on cultural values such as team and leadership development, manager and team feedback, coaching, management meetings, etc.

Indirect interventions

Focused on contextual factors that influence work in daily practice (strategy, structure, mandate, competencies, reward and valuation systems, etc.) such as change agents activation and other influencer methodologies, Peer-2-Peer learning and support.

Marlies Wisse
Marlies Wisse
Principal Consultant

Discuss the possibilities

Wondering what Culture Development can do for your organization? Contact Marlies Wisse today and find out more.