People leave. Culture stays.


You are a medium-scale company, possibly a startup, or a unit in a larger company. You are successful and you are growing, fast.

So fast that you notice how much you are losing in flexibility, information flows, communication and pace. You are implementing tools, structures and initiatives that on paper should work, but don’t fully deliver the results you are expecting because the adoption rate is low.

You are aware of the fact that you should invest more in culture, however priorities lie in talent acquisition and product delivery. If you had sufficient time to devote to company culture development you’d sit down and focus, however you don’t.

Focus needs to be on results and on top of that turnover is increasing and unless you focus on acquisition, you won’t have enough people to manage your projects.

Good news is: you are not alone in this.


We focus on designing developing and maintaining company culture as a central asset in your organization, people will come and go, but culture will remain the central core you can rely on, and that you can count people will adopt as they arrive.

This is our process, depending on your case we'll go through all 8 phases or only some of them:

1 - Cultural Assessment

The first stage is to check what culture or cultures you have in your organization as of now: how much do people interact, how resilient the group is to change, what culture your market requires from you.

2 - Cultural Needs Analysis

In this phase we'll look at gaps between your current company culture and what your market and people require. Based on that we'll jot down draft interventions that will be refined as we go ahead.

3 - Network Analysis

This phase will look at formal communication structures vs informal communication flows in your company. Communication is a key aspect of company culture, and looking at the formal and informal aspect will give us plenty of material to work with.

4 - Values Outline and Design

Value design is a key step for company culture development, and one that needs to match all information acquired up to this point with a bottom-up approach: your people will be your main source for actual and desired values.

5 - Transparent Roll-Out and Buy-In

By this stage we will have decided what we will do, who will do it, how and when - and we will be open and transparent about it. Everyone will have a job to do, and will be engaged in doing so as they have been involved in the process since phase 1.

6 - Skill Building

Part of the roll-out will be providing new skills to different groups of people to allow them to play their role in consolidating company culture. Topics and methods will also be decided and communicated openly. 

7 - Artifacts design

Artifacts are the most visible part of your culture - how meetings are run, how the office looks like, what rituals are to be used. Once company culture is in place, artifacts help keeping it alive by acting as an everyday reminder.

8 - Follow-up and Maintenance

Even when company culture is well established and consolidated, there is a non-zero possibility that things could go south. For this reason we will devise ways to loosely look at how things are going and to regularly reinforce areas that need a boost.


At the end of the process, your people will know, understand, engage and embody the company culture that they have designed with our support.

You and them will know what makes your culture such a key aspect of your work, why it is so relevant in your everyday life, what everyone is supposed to do to keep it alive and how it gives you a competitive advantage against other companies.

Most importantly, company culture will become the cornerstone of what you do at work, and the one of everyone else that joins, at any level.



Let us know about your team and goals - we'll be happy to talk to you!