Class Divisional Culture in Large Organisations2018-06-14T13:30:02+00:00


Global organisations are in need of a new approach to exploring cultures. It is an illusion that in today’s digital and geographically diverse worlds we can successfully operate with one culture – one way of doing things and one set of behaviours.’
Chairman and CEO, FTSE 100 Professional Services Company

It is true that a culture should be dynamic, should drive the divisional strategy and should sit well under the group and head office approach – yet not aim to mimic it.

Without a practical route map and deep understanding at the start, these cultures do not grow alone. Left alone, divisions and business units within them will create opposing cultures that drive only one set of outcomes – the wrong ones.

Yet in our robust and fast-paced worlds, putting aside time for senior teams to agree what these cultures are to be and to be able to articulate them in a business focused manner is rare, yet essential.


Our dynamic half day workshop sees the team digitally analyse the culture that is currently present, and then test and describe in measurable terms the one that needs to be created in order to drive business results.

This approach leaves nowhere to hide in terms of alignment and also offers the opportunity to resolve what may be underlying toxic issues that are preventing the team from moving ahead.

In doing this work we release the right behaviours, talents and motivators for the issues we face. Exploring this in tandem with a realistic approach to inclusion ensures that when divisions meet, they do so in the spirit of creating a space where everyone with the capability to excel can do so.

Customised Delivery            Duration

Face to Face                                  Half day
Virtual                                             Not available

  • Ahead of the workshop, team members complete a short on-line questionnaire focused around six tenets: dominant characteristics; organisational leadership; approach to employee management; organisational glue; business strategy; and criteria for success.
  • During the workshop the team will explore the culture that is currently at work in the specific division, and the one needed to achieve success in their business area. Simple interactive exercises and visual tools are used.
  • Using the results, the team learns how culture drives strategy and the strategic and cultural shocks that might lay ahead if it’s not defined by business area. This includes looking at the broader corporate approach and also geographical issues.
  • Working with the now familiar model, the group moves into six discussions, each focusing on one of the tenets described by them during the pre-work analysis stages. Issues are shared in plenary and delegates often evaluate and rethink their opinion of the values, behaviours and cultures that will be needed as they listen and debate with colleagues.
  • Finally, the group moves to draw up a graphic of the future culture they need with some reasoning and decisions around measurement. The follow up and planning generated from this session may be worked into the facilitation during the workshop, or managed within the team at an agreed later date.
  • Dominant Characteristics
  • Organisational Leadership
  • Management of Employees
  • Organisational Glue
  • Strategic Emphasis
  • Criteria for Success

Leaders can plan to leave the session with a clear understanding, and language to communicate, the behaviours required to ensure that the divisional culture operates effectively and authentically within the context of the overall group dynamic, and an actionable plan to address any issues that may be driving opposing cultures across divisions.

By the end of this workshop, teams at divisional levels will be able to:

  • Understand internal team behavioural dynamics
  • Articulate its own culture using a common language
  • Recognise an overall cultural and values approach
  • Understand that co-creating a culture that actively drives strategy will sustain success