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As a Cultural Architect,
I turn old habits into useful behaviours

 
 

 

As Founding CEO of The Talent Foundation and former Senior Executive at Accenture in London, I’ve developed and applied accelerated change techniques to cultures of all sizes.

I advise a wide range of organisations on the development of their cultures, from HSBC to Buckingham Palace, and I love what I do. With a PhD in Behavioural Change and an MSc in Neurosciences, I am an active fellow of the RSA and a professor of culture change at business schools in Europe and America.

My speaking engagements at international conferences address authentic leadership, accelerating cultural change, and more. I am the current Editor-in Chief of Strategic HR Review and frequently collaborate with the global media.

I live with my wife and three young children in the south of England.


 
 

What is culture?

Culture is the sum of all the formal and informal conversations in a given environment. Our discussions, not mission statements, drive behaviours. Steer the chatter for meaningful change.

How long does it take to change a culture?

Forever. If you expect people to engage with your strategy because of a new strapline, a speech at a town hall meeting, a company-wide survey followed by ‘empowerment’ meetings or the announcement of a new bonus structure.  These traditional approaches can’t really work because Behaviours are outcomes, not inputs.  Treating them as inputs can only produce petty changes and hard to justify investments.

About three months. If you create a coherent environment where new Beliefs are reinforced in each of the 32 moments of truth.  If you build a shared mental model (mindset) where purpose and profit can coexist naturally.  If you develop leadership at scale, helping every person to gain ownership as they begin to drive changes that add value in everything they touch, without even being told to do so. 

When business plans fail, culture is often blamed. But why?

Creating motivation within your culture isn’t a matter of sticks or carrots. We need to foster workplaces that inspire meaning through communal responsibility. Culture is the secret weapon.
 

 
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CASE STUDY

HSBC Argentina

This large organization was in trouble, yet managed to turn around its culture in just a few months to become the fastest growing branch in the HSBC network.

 
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CASE STUDY

Penna UK

We assessed this organisation's culture more than a decade after implementing change. Not only did culture remain, but over time it got even stronger.

 
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CASE STUDY

Buenos Aires City

See how we steered recycling behaviours in the city's three million people to support the Government's overall strategy. Our widespread cultural change contributed to the achievement of global recognition and a first-place prize from C40.  

This was about finding solutions to existing problems, removing barriers, understanding and aligning the organisation, rather than producing more work. I’d like to thank Javier and his team for their contribution to my leadership team.
John Darley
Executive Vice-President, Shell E&P
I saw a powerful way to continue to deliver shareholder results in the long run, while looking after our clients and colleagues. Using the language I learned during the program, I now feel “aligned” and in a much better place to lead an organisation through uncertain times.
Antonio Losada
Regional CEO, HSBC Latin America, HSBC