Read Our Blog On Culture Change

As a consultant in organisational culture, I see senior leaders who are masters of their industries but are increasingly disconnected from the digital and social currents shaping the future. They’re leading companies through digital transformation having never used the platforms that define their customers' daily lives. The problem isn't a lack of wisdom; it's a crisis of relevance. The solution? We need to flip the script.

For years, we were told that what gets measured gets managed. And so we measured everything. From sales targets to customer satisfaction, call times to click-throughs, we created a culture of metrics. But when numbers become all that matters, something very human gets lost. Cultures built solely on data may be efficient, but they’re rarely inspiring. You can’t spreadsheet your way to passion. You can’t dashboard your way to purpose.

We live in the age of the meme. Communication is often reduced to a slogan, a swipe, or a sentence. Social media has trained us to value quick hits over considered arguments. In this environment, the art of persuasion - once essential to leadership and culture change - is quietly being eroded. The truth? Behaviour doesn’t change because people are informed. It changes because they are persuaded.

Recognition is one of the most powerful forces in the workplace - and one of the most undervalued. When someone sees your effort, acknowledges your input, or thanks you for going the extra mile, it does more than boost morale. It creates a sense of belonging. Recognition isn’t just about good manners it’s fundamental to shaping a productive culture. Recognition also reinforces an organisation's behaviours.

If Purpose is about why an organisation does what it does, that ‘why’ can certainly be a source of inspiration for employees and give them ‘boasting rights’. There’s a golden opportunity to motivate and inspire employees through combining your organisation’s Purpose with the Personal Purpose of everyone working there – in a tailored way. It needs to complement what employees are looking to achieve too.

Most people in business are familiar with meetings. But let’s be specific: they’re familiar with reporting meetings - those calendar fillers where the aim is survival. These are not environments where innovation thrives. And yet, when organisations decide they want to be more innovative, they often expect it to happen inside the same meeting culture that has rewarded evasion and blame.