Quality
Culture and Organisational Transformation
“When what is done every day contradicts what is said”
“When the organisation changes faster than its conversations”
“When maturity is demanded and people are treated like children”
Culture is what is hardest to change in an organisation, because no one controls it and everyone sustains it. Structures change, processes change, people change. And the culture stays, because it lives in the conversations people have, in the automatic reactions, in the silences.
We don't work on culture with slogans. We work on culture through the conversations that sustain it. We identify the patterns that organise everyday life, give them a name, and create the conditions for other patterns to take their place. It is slow. It is the only way we know in which change stays. And the test is simple: a mature culture is one where adults can truly be adults.
An organisation's culture is not what is written on the wall. It is what happens when no one is watching.
Level 1
Provoke
A cultural diagnosis session. An exercise that makes visible the difference between "what we say we are" and "what we actually do". It works as a mirror: uncomfortable, necessary.
TAP, Criar Futuro, 2017
Two days with over seventy people to align the year, reinforce customer orientation and strengthen ties between departments. Out of it came the "10 Principles of Customer Relationship" and the "Treaty of Sesimbra", which travelled the whole organisation.
Level 2
Develop
A cultural transformation programme, from six to eighteen months. It works on specific themes, such as feedback, decision-making or collaboration, as levers of cultural change. It includes diagnosis, intervention and follow-up.
BBVA Portugal
A programme that began with the board and all directors — leadership work and individual support — and then extended to 27 natural teams, each with its own diagnosis and its own path. Internal communication accompanied the process from beginning to end.
Level 3
Transform
A systemic intervention: it changes who decides, how decisions are made and what is said about them — including the moments when the organisation changes shape: mergers, reorganisations, new ways of working. It is the longest work we do: rarely under two years.
Medinfar, 2019-2023
Turning the Culture Charter of the company's fiftieth anniversary into everyday life. Seventy leaders trained as "Influencers", interviews and focus groups at the factory and in the offices, twelve workshops to translate values into rituals, voted on by the collective, and an anthem to the company's culture that went viral inside it. Each Influencer committed to implementing at least one ritual.