CultureShifter

Culture Transformation

We redefine organisational culture through transformation initiatives, training, and consulting services, working closely with engaged leadership teams to create an environment that fosters change and performance.

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In a dynamic environment, organisations are compelled to transform their culture in order to achieve innovation, agility, and sustainable performance. A misaligned culture is reflected in resistance to change and decreased team engagement.
Cultural adaptation is essential to a thriving organisation.

Culture Transformation with CultureShifter

What is it?

An organisational culture transformation program includes a series of initiatives through which the organisation redefines its way of working, values, behavioural norms, management practices, and work systems in order to reshape the climate and bring its long-term vision to life.

Our Approach to Organisational Culture Transformation

Organisational culture transformation requires a structured approach, with each stage supported by specific activities tailored to the objectives of each step in the transformation process. Here’s how these steps unfold:

Current Culture Analysis

Assessing existing values, behaviours, and perceptions.

Defining the Desired Culture

Shaping the new culture by selecting desirable behaviours to encourage, and identifying necessary changes in systems, practices, and processes.

Strategy and Planning

Developing a strategy and an activity plan, including workshops, training sessions, communication efforts, and concrete initiatives.

Change Implementation

Executing the plan to implement new processes, working models, and practices.

Monitoring and Adjustment

Evaluating impact and adjusting strategies to ensure sustainable cultural change.

Multi-Year Expansion

Analysing the opportunity and deciding whether to continue with an extended roadmap (2–3 years).

Key Themes in Culture Transformation

We address key themes to ensure the success and sustainability of change within an organisational culture transformation program.

Key themes

Mapping the context and shaping the direction for the future
Identifying desirable behaviours
Identifying unproductive behaviours
Running and analyzing the climate and culture survey
Articulating the vision for the new organisational culture
Creating the change manifesto
Developing and disseminating the guide for the new culture
Defining and implementing initiatives that support the new culture (transformation backlog)
Training the culture ambassadors
Organisational design and process changes
Promoting change within the organisation
Evaluating results and adapting
Multi-year refinement
Managing change fatigue
Success KPIs

Success Factors

(Re)Defining the vision for change
Visionary leadership
Employee engagement
Identifying desired behaviours and organisational practices
Active communication of change
Continuous learning and development
Monitoring progress and making adjustments
Design for a sustainable change

CultureShifter Benefits

Why start a culture transformation initiative?

Increased employee engagement and retention

A healthy culture boosts intrinsic motivation, reduces employee turnover, and attracts talent that aligns with the company’s values.

Improved collaboration and communication between teams

Cultural transformation encourages trust, transparency, and shared accountability, reducing organisational silos.

Faster innovation

A culture that tolerates mistakes and rewards initiative fosters new ideas and agility in decision-making.

Aligned behaviours with business strategy

Culture is “how we do things around here.” If it doesn’t support the strategy, the chances of successful implementation drop significantly.

Higher customer satisfaction

Engaged employees working in a coherent and positive environment deliver better services and create memorable customer experiences.

Faster adaptation to change and crises

Organisations with a strong culture and clear purpose are more resilient and adapt more effectively to market transformations.

Stronger internal and external branding

A well-defined culture becomes part of the company’s identity — inspiring employees, partners, and investors alike.

The Artisans of a New Culture

Those involved in the organisational culture transformation process become architects of change, actively contributing to the building and shaping of the new organisational culture.

Transformation Team

The engine of change. Leaders of strategic direction and consistent execution.

This central group is responsible for defining the cultural vision, coordinating key initiatives, and ensuring alignment between leadership, teams, and business objectives.

They act as the strategic and operational core of the culture transformation program, making swift decisions, modeling behaviours, and maintaining the pace of change.

Extended Team

Culture ambassadors. The link between the initiative and the organisation’s reality.

The Extended Team brings together colleagues from various levels and areas of the organisation who actively support the culture transformation through communication, feedback, and leading by example.

Their role is to amplify key messages, facilitate the adoption of new behaviours within their teams, and feel de organisational heartbeat throughout the change process.

We Guide the Transformation

We bring in a team of facilitating-consultants with experience across diverse business scenarios and a strong openness to understanding each client’s unique context, in order to meet the specific needs of every organisational culture transformation initiative.

Marian Stirbescu

Programme Director

Nicoleta Raduta

Culture Transformation Consultant

Adrian Badea

Culture Transformation Architect

Sorin Cantor

Culture Transformation Consultant

When should you call on a team of transformation experts?

Before the Start

When the organisation decides to begin a major cultural shift.

Resistance

If the organisation expects significant resistance from employees or leaders.

Alignment

When the change needs to be aligned with the organisational strategy.

Lack of Expertise

If the organisation lacks internal resources or experience in managing major cultural transformations.

Tailored Approach

When there are major differences of opinion that are hard to reconcile, and you want to ensure a positive outcome with minimal risk.

Piloting

During the implementation of change, experts can help assess progress, identify roadblocks, and adjust strategies.

Crisis or Major Transitions

In times of difficulty or major transitions (mergers, leadership changes, restructuring).

Rapid Scaling

When the organisation is aiming at implementing cultural change at scale within tight deadlines.

Innovation and Collaboration

When the organisation aims to foster a culture of continuous innovation and collaboration across diverse teams or departments.

Organisational Culture Transformation Initiatives Require Dedicated Solutions

Organisational culture transformation initiatives enhance collaboration, drive innovation, and help create a healthier, more motivating work environment.

Specialised consultants guide these initiatives, ensuring changes are implemented effectively and sustained over the long term.

Together, we can build a strong organisational culture.

Get in touch with our experts to start an authentic transformation with real impact on your organisation’s future!

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Questions and Answers About Culture Transformation Programs – CultureShifter

Here you’ll find answers to some frequently asked questions about organisational culture transformation programs.

The duration of a culture transformation depends on the size and complexity of the organisation, but it is generally a long-term process. A genuine cultural shift can take between 9 months and 3 years, with lasting results and behavioural impact felt over time.
Implementation should be gradual, with clear evaluation stages and continuous adjustments to ensure a smooth transition.

We measure success using a mix of quantitative indicators and qualitative feedback. These include employee engagement assessments, satisfaction surveys, team performance analysis, and employee retention rates. We also track the alignment of desired values and behaviours in internal processes such as recruitment, performance reviews, and recognition.
Ongoing feedback from both employees and leaders is essential for adjusting the direction throughout the process.

Resistance is a natural part of any change process. We address it through transparent communication and active engagement. We organise training sessions and workshops to help employees understand the reasons behind the change and its benefits.
We also promote open dialogue and collect continuous feedback to address concerns and fears. Leaders are encouraged to lead by example and support the change actively.
Change happens on a personal level, and every employee is actively involved.

Sustainability is ensured by embedding the desired values and behaviours into all core organisational processes. This is achieved by reshaping systems such as recruitment, evaluation, reward, and promotion.
We continue to monitor progress through feedback surveys and regular meetings with leaders and employees. Ongoing training and development sessions are provided, and leaders play a key role in maintaining and reinforcing the culture.
Over time, the new culture becomes an integral part of the organisation’s identity.

The impact of cultural change on financial performance is not immediate, but significant improvements can be seen in the long term. A strong, healthy organisational culture contributes to higher productivity, lower employee turnover, and more effective collaboration between teams.
These changes typically lead to reduced operational costs, improved innovation, and increased customer satisfaction — all of which contribute to better financial performance.

A good starting point is to understand what organisational culture is and how it can be strategically measured and shaped. In our programs, we use world-wide validated models, the most common being:

OCAI – Organisational Culture Assessment Instrument, developed by Cameron & Quinn.
This model identifies four fundamental types of organisational culture and helps visualise the gap between the current and desired culture.

You can explore more here:

In our programs, we complement OCAI with our own cultural diagnostic tools and co-creation workshops to define the desired behaviours.