Cultural Diagnostics – When culture holds things back before the strategy can take effect
High staff turnover, change initiatives that fizzle out, strategies that look brilliant on paper but fail in reality: almost always, there is a cultural problem underlying this that nobody dares to name – because nobody knows how. We bring to light what everyone senses but no one can quite put their finger on: through a structured analysis of the culture as it is actually lived – its strengths, its contradictions and its impact on strategy, performance and staff. This provides the foundation for finally taking targeted action.
What sets the undconsorten approach apart?
undconsorten combines an analysis of lived culture with the question of which behaviours and framework conditions actually strengthen or hinder strategy, performance and staff. We reveal cultural patterns through quantitative and qualitative perspectives, identify their root causes in leadership, processes and beliefs, and use these insights to develop a prioritised roadmap for change. In this way, cultural diagnostics goes beyond merely describing a vague problem; instead, it creates a robust foundation for targeted, sustainable cultural development.
Why culture is the invisible factor behind success or failure
Strategy sets the direction. Culture determines whether you get there. That sounds straightforward – but how do you actually assess a culture? And how do you change it in a targeted way?
There are four cultural issues that we encounter time and again:
1. The toxic culture:
High staff turnover, burnout, ‘quiet quitting’. Employees have mentally checked out, but nobody is addressing the root causes. The culture is built on fear, mistrust and finger-pointing.
Typical signs: staff turnover of 20 per cent or more, high sickness absence, Glassdoor rating below 3.0
2. The fragmented culture:
Following mergers or rapid growth, different cultures exist across various departments. There is no shared identity – only silos, an ‘us versus them’ mentality and internal conflicts.
3. The strategy-incompatible culture:
Management proclaims ‘innovation’ and ‘agility’, but the culture rewards risk aversion and hierarchy. Strategies fizzle out because the culture isn’t on board.
Typical sign: ‘We’ve always done it this way.’
4. The stagnant culture:
Established patterns are no longer questioned. High performers leave the organisation because performance and development no longer play a visible role. The organisation manages itself – rather than shaping its future.
The fundamental problem: culture is invisible. You can sense it, but you cannot grasp it. Without a structured diagnosis, cultural initiatives remain vague and ineffective. A professional cultural diagnosis makes culture measurable, discussable and changeable.
OCI-based organisational culture assessment as a possible starting point for devising measures: When does an organisational culture assessment make sense – and when does it not?
A cultural assessment is most effective in specific situations. And it is not a panacea. A cultural assessment is useful in the following situations:
Wann macht eine Kulturdiagnostik Sinn – und wann nicht?
Eine Kulturdiagnostik entfaltet ihre Wirkung in konkreten Situationen. Und sie ist kein Allheilmittel. Sinnvoll ist eine Kulturdiagnostik bei:
A cultural assessment can only be effective if certain conditions are met. That is why, right at the start, we clarify the following together:
- Is senior management prepared to take the findings – even the uncomfortable ones – seriously and act on them?
- Is the aim to understand and address root causes, rather than merely treating visible symptoms?
- Is there a willingness to treat culture as a strategic priority – rather than as an HR project?
If these questions can be answered in the affirmative, we will work together to lay the foundations for genuine change.
Preventative cultural work
High-performing organisations use cultural diagnostics every 2–3 years as a systematic health check to ensure they do not fall back into old patterns.
New leadership team
A new CEO or a newly appointed management board wants to understand the culture they are inheriting – and the culture they wish to develop. Example: A new CEO wants to move from a ‘command and control’ approach to ‘empowerment’. A cultural assessment reveals the gap between the current state and the target state, and provides a roadmap.
Crisis response
High staff turnover, Glassdoor ratings below 3.0, a wave of burnout. Cultural diagnostics identify the root causes – not just the symptoms. Example: A scale-up is growing too quickly and losing its start-up culture. Cultural diagnostics reveal that ‘trust’ and ‘autonomy’ have collapsed.
Post-merger integration
Following a merger, two cultures collide. The cultural assessment highlights where the greatest cultural differences lie – and what ‘best of both’ culture should be aimed for. Example: A family-owned business acquires a private equity-backed competitor. The cultural assessment reveals significant differences between a ‘long-term’ and a ‘short-term results’ approach.
Strategic reorientation
Their strategy is undergoing a fundamental shift – from mechanical engineering to solutions provision, from product to platform. The cultural assessment reveals which cultural shifts are required to achieve this. Example: A long-established company wants to become more digital and innovative. The cultural assessment shows that ‘risk aversion’ and ‘hierarchy’ are the biggest barriers.
How does professional culture analysis work?
Eine wirksame Kulturdiagnostik kombiniert quantitative und qualitative Methoden – strukturiert in vier Phasen über 5–8 Wochen.
Phase 1: Understanding Ambition & Strategy (1–2 weeks)
- Ambition Talks with the top 20 executives: What kind of culture do we need to implement our strategy?
- Strategy review: Which strategic initiatives depend on cultural shifts?
- Outcome: Hypothesis regarding the target culture
Phase 2: Assessing the current organisational culture (2–3 weeks)
- OCI® (Organisational Culture Inventory): A quantitative survey comprising 120 questions on 12 cultural styles – e.g. ‘Performance’, ‘Self-actualisation’, ‘Avoidance’, ‘Power’. Sample: 5–10 per cent of the workforce.
- Future forums with staff: Qualitative validation. Where do you experience moments of brilliance? Where are the downsides?
- Result: Current cultural profile with quantitative data and qualitative stories
Phase 3: Root cause analysis (1–2 weeks)
- Uncover Sessions: Why is the culture the way it is? Which structures, processes and beliefs reinforce the current culture?
- Review of the structural framework: RACI, budget processes, approvals, incentive schemes, performance management, promotion criteria
- Outcome: Root causes of cultural gaps
Phase 4: Culture Workshop & Roadmap (1 week)
- Workshop with the project team and senior management: prioritising the current-target gap, exploring the range of options, developing a roadmap
- Outcome: 3–5 cultural clusters to focus on, a roadmap of actions for 12–24 months
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