Supporting cultural transformation in a global brand

  • 3min.

We were called by the Chief People Officer of a large international organisation based in London. They wanted to get a grip on the culture they needed in order to drive the transformation.

We worked with the Leadership Circle Culture Survey to an accurate idea of where people thought the culture was and, perhaps most importantly, where they would like it to be.

Letting the beauty of the people shine

The graph shows a ‘sample’ of what the data looks like. Blue shading is the current culture, the darker heavier line – the desired culture. There is a gap. There usually is.

A quick glance at the graph see a culture that is quite controlling, people who are complying and both relationship and what is being achieved is low. Every organisation needs control and compliance. It would be a disaster without. Controlling is about people’s freedom to explore their world and make decisions. Compliance means you’re saying yes to something whilst your colleagues know you don’t mean it.

Unless something changes in the team then achievement will never be high despite working incredibly hard, people will feel disconnected and out of relationship – resulting in sickness and burn out.


LCCS Chart

Charts like this give precise and data-driven insight in to where a culture and team is at. The good and the need for improvement. The team about is scoring high on self awareness for example – demonstrated in the candour and where they see the need to improve (themselves).

There is a second, and fundamental aspect of the graph is the difference between the two hemisphere. The top being Creative and the bottom Reactive. We seek balance in both. The challenge with the Reactive hemisphere is that you step in to it out of choice and not out of fear or anxiety. Courageous leadership and the development of a courageous culture is about leading from the Creative and consciously stepping in to the Reactive when you need to.

Next Steps

  1. A focus on individual teams and where they think they are, the assumptions they are making and where they want to go. We steer them to use the Leadership Culture Survey to explore and challenge themselves in making conscious decisions who to be, why and ‘how’ as a team
  2. Based on the results: an analysis and plan for their own vision of the transformation
  3. Based on the vision and the results – we create the next steps for the global HR function and set clear KPI’s and Objectives that can be measured against our initial zero measurement
  4. Interventions, updates and role modelling through the HR for HR programme
  5. Coaching and support for local HR leads to support the role modelling and implementation of the new culture