CULTURE DESIGN BLUEPRINT

What is the Blueprint?

It is a tool for capturing, visualising, designing and evolving the way things are done at your organisation aka your company culture.

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The blueprint brings everything together to create a strong foundation for designing the desired culture in a simple yet powerful one page format.

How is the Blueprint used?

The blueprint has been designed with three use cases in mind:

Capturing your existing culture - visualise the current culture on one page, identify gaps and areas for improvement

Designing your desired culture - an ideation tool if your organisation does not have a well-defined culture

Evolving your culture - taking your current culture to the next level by exploring what does and doesn’t work

It is also useful for:

Mergers and acquisitions - identify clashes and bring cultures together following a merger

Recruitment: 

• Old vs new - bridge the gap between ’traditionalists’ and ’newcomers’ 

• Hiring - get the right fit candidates and set their expectations right

• Onboarding - familiarise new employees with the organisation’s culture

What will you achieve?

• Drive alignment by affirming what the organisation stands for

• Generate actionable deliverables to implement and test

• Create clarity for decision making

• Identify organisational blindspots in perception between seniority levels

• Design cultures reflective of local country culture in international companies

What are the different elements of the Blueprint?

• Purpose - why is the team doing what it's doing

• Values - list of fundamental beliefs guiding the team

• Priorities - establishing key priorities of what the team wants to achieve; it will guide focus and energy; vital part in facilitating decision-making

• Psychological safety - discussing how speaking up and participation will be encouraged so that team members feel safe to take risks and be vulnerable in front of each other

• Feedback - agreeing on how to give feedback and keeping open dialogue

• People and roles - defining key roles and responsibilities in the team and how they need to evolve

• Meetings - defining what a productive meeting looks like i.e. structure, duration, purpose, cadence

• Tools - identifying tools needed for the team to continue to be able to their job/evaluating existing tools 

• Rules and activities - list of rules and activities which need to be introduced as result of the session e.g. how does the team communicate and make decisions; team rituals and ceremonies