Upon completion of this course, participants will be able to:

• Define organizational culture and distinguish between espoused values and actual working norms.
• Utilize diagnostic tools (e.g., OCAI, Competing Values Framework) to assess the current cultural state.
• Identify and align the key cultural levers: performance management, rewards, and talent acquisition.
• Design and implement rituals and symbols that visibly reinforce desired behaviors (e.g., celebrating smart failure).
• Establish and nurture psychological safety as the bedrock of risk-taking and learning.
• Develop a targeted cultural roadmap that supports a specific digital strategy (e.g., shifting to Agile).
• Measure cultural health using quantitative and qualitative data over time.

• HR and Organizational Development Leaders
• C-Suite and Senior Leadership Teams
• Heads of Transformation and Change Management
• Departmental Managers tasked with team cultural alignment

This program is built around deep diagnostic work and active intervention design. **Scenarios** involve analyzing cultural roadblocks in hypothetical M&A integration projects. **Case studies** compare the innovation cultures of companies like Google (experimentation) and Zappos (customer obsession). **Group activities** center on redesigning a current organizational ritual (e.g., a weekly meeting) to reinforce a new value (e.g., speed). **Individual exercises** require participants to document the artifacts and stories that currently define their team's culture. **Syndicate discussions** debate the challenge of maintaining a single, cohesive culture across a globally distributed workforce.

UNIT 1: The Anatomy of Organizational Culture

• Defining the three levels of culture: Artifacts, Espoused Values, and Underlying Assumptions
• Using the Competing Values Framework to map organizational archetypes
• Diagnosing cultural gaps between current reality and desired future state
• The critical link between organizational culture and business performance

UNIT 2: The Core Pillar: Psychological Safety

• Defining and measuring Psychological Safety (Amy Edmondson) in a team context
• The leader's role in modeling vulnerability and encouraging healthy dissent
• Designing processes that depersonalize failure and focus on system learning
• Strategies for handling fear and punitive responses in a transition period

UNIT 3: Levers for Behavioral Change

• Aligning Human Resources systems (hiring, performance, compensation) with new cultural needs
• The power of organizational storytelling to reinforce new heroes and desired norms
• Designing and implementing new rituals (e.g., daily stand-ups, quarterly innovation days)
• The visible role of leadership in consistently symbolizing the new culture

UNIT 4: From Hierarchy to Networked Agility

• Moving from centralized command-and-control to distributed decision-making
• The cultural prerequisites for scaling Agile and cross-functional teams
• Fostering collaboration and shared purpose across previously siloed departments
• Managing the dynamics between legacy functions and new digital teams

UNIT 5: The Cultural Transformation Roadmap

• Developing a phased cultural change roadmap with clear milestones
• Defining cultural Key Performance Indicators (cKPIs) and qualitative metrics
• Methods for continuously reinforcing and monitoring cultural integrity
• Addressing cultural resistance and managing "pockets" of old-paradigm thinking