Culture programs fail when they are run as communications exercises. Ours are run as operating changes: who gets hired, who gets promoted, what gets measured, and what leaders do on a normal Tuesday. The narrative follows the mechanics, never the reverse.
We work at two altitudes — the top-team dynamics that set the tone, and the frontline systems (scheduling, incentives, career paths) that determine whether anyone below the top team feels it.
Spans, layers, and decision rights — sized from the work, not the org chart precedent.
Top-team effectiveness and succession pipelines with real names against real dates.
Hiring, performance, and progression mechanics rebuilt to match the strategy.
Adoption programs measured at the frontline, twelve months after launch.
Read the exit data and the pay mechanics before redesigning anything; attrition usually has a structural cause the organization already knows. Roles are rebuilt around their core job, and progression becomes a named pipeline with real dates.
Role first, pipeline second, pay last, so compensation is reworked with the CFO against a role that is already right. Succession coverage is published before the first opening it has to fill.
Attrition over the four quarters after the change, on the same definition as before. Seats with a named, dated successor, median vacancy-to-fill, and openings staffed from inside.
Every engagement is senior-led. Talk to the partner who would run yours