from four companies to one culture

the challenge

Following a period of management difficulty, leadership wanted to rebuild trust and improve the employee experience. Years of growth across separate brands and offices had left each team with its own way of working, and leadership wanted one culture people could recognise and feel, not just another set of values on a wall.

What we found

Many cultures, no company: 70 in 100 employees identified with their own team or office, not the business.

Proud outside, unvalued inside: most were proud of the name, yet 91 in 100 said results always came before people.

Hierarchy that blocks: layers of approval and little feedback meant people had stopped putting ideas forward.

what we did

Scan: we interviewed 100+ employees across 4 offices, walked every office, and gathered feedback from 20 external partners and former staff.

Story: we developed an EVP around authentic connection, grounded in care, openness and empowerment, and recommended concrete actions on the management and workplace issues we identified.

Experience: we ran 5 culture workshops on specific HR practices, launched the new culture at a dedicated annual culture event, and shaped an office redesign to reflect new ways of working.