Engaged Culture - A PBI Pillar
about this project
Culture is often the hardest thing to change inside an organisation. Unlike processes, which can be redesigned and measured with clear steps and metrics, culture is about people – behaviours, values, and relationships. It requires sustained effort, visible leadership, and time to embed.
At PBI, we help organisations build an engaged culture by connecting people with strategy, encouraging leaders to model the behaviours they want to see, and creating rhythms that strengthen alignment across all levels. The real power of cultural change is that it becomes infectious. When one team adopts a new way of working and others see the benefits, they want it too. This “pull effect” is often the catalyst for long-term, organisation-wide transformation.
Key Project Summary "At a glance"
Project Scope
- Support organisations undergoing rapid growth or transformation by embedding cultural practices that align people to strategy, strengthen collaboration, and increase engagement.
Improvement Strategy
- Align strategic and team goals through frameworks such as Hoshin Kanri and Strategic Frameworks
- Introduce operating rhythms like Daily Huddles and Campaign Rooms to make collaboration visible and consistent
- Develop accountability through RACI models and clear ownership
- Encourage leaders to model behaviours and create transparency across teams
Benefits Delivered
- In one renewable energy client, growing from 400 to over 1,500 employees, 75% of staff became actively engaged in daily Huddles or Campaign Room activities
- 50–75% of the workforce received Lean and Agile training, creating shared language and behaviours across departments
- Increased clarity, accountability, and collaboration between teams, driving faster decision-making and stronger alignment
- A cultural foundation that enabled employees to challenge processes and identify smarter ways of working
Extended Story
Culture change requires more than announcements or slogans - it requires leaders to consistently model behaviours, and for people to experience the benefits directly in their day-to-day work. At PBI, we create this environment through proven frameworks such as Daily Huddles, Campaign Rooms, and Strategic Framework reviews. These touch-points not only give structure but also ensure that cultural values translate into visible, practical outcomes.
A key outcome of our work with clients is how culture spreads organically. When one department adopts a new rhythm and others see improved clarity, faster issue resolution, and stronger collaboration, they begin to want the same. This “pull effect” often becomes the tipping point for wider adoption, making culture a self-sustaining force for change.
The results are tangible. In one renewable sector organisation, rapid growth risked creating silos and misalignment. By embedding cultural frameworks, 75% of staff engaged in structured daily practices, while 65% completed Lean and Agile training. This led to noticeable improvements in cross-team collaboration, morale, and accountability.
This approach proves that culture, while difficult to measure directly, delivers measurable outcomes when embedded into operating rhythms and leadership behaviours. Over time, it becomes the bedrock of sustainable performance and a key enabler for wider transformation.
