Culture Assessment

Download your complementary copy of "Leadership: Moving Beyond The Crisis" and go through the assessment either individually or with your team. Review the assessment with two central questions in mind. "Where are we today on the 5-1-5 scale?" And using the same scale, "Where do we need to be?"

Consider, which descriptor best describes where your organisation is today? Score (X) to capture your level of agreement with that statement (5, 4, 3, 2, or 1). A "5" suggests you strongly agree. Repeat to describe where you believe you need to be (✓). How far you look into the future is a factor of the business sector you are in. A good default assumption, however, would be 24 months. It is quite possible, that on any single question, where you are is where you need to be.

In thinking through "Where do we need to be?" consider the following:

  • What did you learn from the Covid crisis?
  • What is special about your business that you must retain?
  • What do tomorrow's customers want to buy and how do they want to buy it?
  • What would it take to attract the customers that are currently out of reach?
  • What would it take to attract and retain the very best people?
  • Digitalisation isn't simply a matter of investing in technology. How are you going to "rewire" the organisation in order that you optimize the return on investment from that technology?
  • What do you need to do to become more agile?
  • What will it take to move faster?

It is also important to ask: "Do we have the leadership in place to make this happen?" "Are all of those in pivotal roles totally committed to this degree of change?" After going through the assessment (including any "From What to What?" dimensions you may have added) identify:

  1. What elements of today's culture are critical to tomorrow's success (Roots); and
  2. The five to seven key changes demanded if we are to start to create tomorrow's culture, today (Wings). More than seven will make the challenge overwhelming.

Joining the points that describe where we are and, similarly, joining the points that describe where we need to be, will give a very helpful, visual "map" of the cultural journey.

Download your complementary copy of "Leadership: Moving Beyond The Crisis" today.


As passionate experts in the executive search and leadership consulting industry we build leadership teams for our clients every day. Learn more about TRANSEARCH International and our wide-ranging approach to leadership acquisition and management assessment.

Who "Owns" The Culture?

Is the organisation in question currently "managing its culture"?

The simple answer to that lies in the degree to which people from across the organisation can answer five central questions:

  1. Where is the organisation heading (critical, strategic priorities)?
  2. Why do we do what we do (compelling purpose)?
  3. What are the organisation's values and can you give an example of a recent decision that was shaped by those values?
  4. What makes the organisation special (unique capability)?
  5. How does the organisation make a difference in society (giving back, the environment, building bridges to the local community)?

The five questions posed are just as meaningful to a small consulting firm as they are to a multinational. Who to ask? Clearly you want the top team to be in agreement. The acid test, however, is how middle managers respond. If they are not all on the same page, culture is, at best, an afterthought.

Who "feeds" the bulk of the workforce? The answer: middle management. Which group is the most important to the organisation when it comes to actually delivering the needed culture? The answer: middle management.

The dilemma here is that engagement scores from both sides of the Atlantic show middle management as the group that is least engaged. It's a group that, taken overall, is disappointed, disengaged, disheartened and discouraged. And when it comes to culture, if you don't get middle managers on board then no one is on board.

Why have middle managers become disconnected? Top leaders have forgotten the basic law of gravity: effluent flows downhill. And after the best part of a generation of downsizing, rightsizing and upside-down–sizing - where the "Middle Kingdom" is constantly asked to do more with less - the typical supervisor is standing knee deep in it.

There is a simple message here. "Invest your next dollar, euro, pound, whatever, in the training, education and coaching of the one group that 'owns' the culture."

Insights from "Leadership: Moving Beyond The Crisis".


As passionate experts in the executive search and leadership consulting industry we build leadership teams for our clients every day. Learn more about TRANSEARCH International and our wide-ranging approach to leadership acquisition and management assessment.

Five Essential Building Blocks of Your Organisation's Story

Tomorrow's successful leader is someone who can slalom through the white water of unanticipated disruption and culture change. To that end, little is more important as a navigation aid than the organisation's story. That story has five essential building blocks:

1) Where are we headed?
2) What do we believe in?
3) What makes us special?
4) What is our brand promise?
5) How do we make a difference in people's lives?

Story is culture and culture is story. Yesterday, strategy informed culture. Moving forward, culture enables strategy. If you're not measuring culture … you're not managing it.

Insights from "Speed of Learning: The Ultimate Competitive Advantage".


As passionate experts in the executive search and leadership consulting industry we build leadership teams for our clients every day. Learn more about TRANSEARCH International and our wide-ranging approach to leadership acquisition and management assessment.

Three Essential TRANSEARCH Orxestra® Webinars You Can Watch Right Now
drive.google.com (PDF)

TRANSEARCH International recently invited organisational change and culture guru Dr John O. Burdett to present a series of global webinars on the following themes:

  1. The Culture Conversation
  2. Coming Down the Mountain - It's all mindset
  3. Organization Design

For those who have already watched the webinars or participated in the live sessions, thank you for your ongoing interest in our TRANSEARCH Orxestra® series. If you haven't been able to join us or missed one of the sessions, you can read more about the webinars using the links above and watch the videos at your leisure.

Insights from "Three essential TRANSEARCH Orxestra® webinars you can watch right now" by Vladimír Polomský, Sr. Consultant, TRANSEARCH International Czech Republic & Slovakia.

Read "Three Essential TRANSEARCH Orxestra® Webinars You Can Watch Right Now" leadership insights

The Culture Conversation - 3. Why Culture Now?

The following is an edited transcript of part 3 of "The Culture Conversation" webinar by John Burdett. Read Part 2 of The Culture Conversation.

Organisations will obviously address the issue of speed through technology. And there is a whole lot of new technology coming out and emerging. In fact, if you remember 4 or 5 years ago, the newspapers and the business magazines were full of the notion that by now, by 2020, whole swathes of manufacturing and service jobs would be replaced by digitalised platforms … artificial intelligence, cobots, robots, etc.

The greatest challenge isn't access to technology, it's implementation. There is lots of technology, it's implementing that has become the problem. And what we need to do, what we are trying to do today in many instances is we are trying to force fit 21st century technology into a 20th century organisation. As a metaphor, in terms of organisation design, it is like trying to attach a rocket to a bicycle.

The culture challenge … why culture now? We literally have to 'rewire', at least in people's minds, the organisation to take advantage of emerging technology. We need to think entirely differently about organisation design.


As passionate experts in the executive search and leadership consulting industry we build leadership teams for our clients every day. Learn more about TRANSEARCH International and our wide-ranging approach to leadership acquisition and management assessment.