You cannot change what you cannot see. Most organisations are trying to shift a culture they have never actually measured.
Every programme we run rests on a diagnostic first, because a leadership journey aimed at the wrong pattern wastes everyone’s time. For Shell, we built the diagnostic around a triple lens: Me, how a leader shows up; Us, the culture a team is shaping; It, the wider system being influenced. For HSBC, following a major regulatory failure, we built a proprietary Culture Discovery Process spanning behavioural diagnostics, psychometric profiling and cultural mapping, to understand exactly which conditions had allowed good people to make, enable or overlook harmful decisions.
We look beneath the surface deliberately. Events are only what is visible. Underneath sit the patterns, then the systems and structures, and underneath all of it, the mindsets and mental models actually driving behaviour. A diagnostic that only measures events measures the least useful layer.
Who this is for
- Organisations who suspect a gap between the culture on paper and the culture people actually live
- Leaders who want evidence before committing budget to a change programme
- Teams who want to know their own blind spots before, not after, a transformation begins
How it works
- We choose the right instruments for the question, from the Leadership Circle Profile and 360 tools to psychometric and behavioural profiling, Hogan, and the Barrett Values Framework.
- We layer qualitative discovery underneath the data: interviews, focus groups and cultural mapping, not survey scores alone.
- We translate what we find into a small number of practical, memorable habits, rather than a report that sits in a drawer.
What is included
- Leadership Circle Profile 360 assessments and debriefs
- Psychometric and behavioural profiling, including Hogan and the Barrett Values Framework
- Proprietary cultural and behavioural diagnostics, built bespoke to the organisation's real risk and decision points
- Engagement and culture surveys, benchmarked against what actually changes team performance
Gallup finds that 70 percent of the variance in a team's engagement is related to leadership, which is why our diagnostics start with leaders rather than culture surveys alone.
For HSBC, our diagnostic work identified the underlying beliefs, pressures and organisational patterns driving decisions across 250,000 people in over 40 countries, and translated them into behaviours, symbols and systems that could be measured and sustained.
A diagnostic tells you where you actually are. Everything after it depends on whether you were willing to look.
Start with a diagnostic