The challenge was to create a culture that was in tune with the new management team and the business objectives.

The culture was assessed using the competing values framework both as it was perceived at present and how people wanted it to be in an ideal state.  We ran a number of workshops with different groups to determine what culture type would best align people with the new direction.  We helped the staff identify what they needed to more of and what they should do less of to reach their goal.

This process resulted in an agreed definition of the culture and how it needed to change for the future.  The leadership group then agreed what it would mean and not mean to increase or decrease emphasis in the areas requiring change.  This enabled a clear strategy to be developed for implementation of the culture change as well as redefining the brand and service delivery strategies