Culture and strategic alignment
We measure your culture, identify what is blocking execution, and change it with you.
Who it is for
Chief executives and leadership committees in companies and institutions facing a gap between what the strategy requires and what the organization actually does.
The problem it solves
The strategy is not executed, post-merger integration does not take, or the institution spends its resources without the service improving. In every case there is a measurable misalignment between strategy and culture. Culture is not a consequence of strategy: it is its condition of possibility.
What it includes
Organizational culture diagnosis using validated instruments, with a national-culture reading where the operation spans countries. Gap analysis between the current culture and the culture the strategy requires. An alignment workshop with the leadership committee. An intervention plan with indicators and owners. Accompaniment of implementation. Measurement afterwards against the agreed baseline.
What you get
An objective, actionable description of your culture, identification of the two or three factors blocking execution, and a plan with owners and indicators. Progress measured six to twelve months later.
