Measure your culture. Change what matters.

Culture runs deeper than engagement

Many culture initiatives focus on what is easy to see. Organisations run celebrations, team events and engagement activities in the hope that these will change how people feel and work.

These activities may be valuable, but they do not reveal why people behave as they do.

Culture is shaped by the expectations people experience every day, and those expectations influence how decisions are made, how people work together and how effectively the organisation delivers its strategy.

Move from opinion to evidence

Culture is often discussed through personal impressions and isolated examples. This makes it difficult to separate the real problems from the symptoms.

TES is accredited to use the Human Synergistics Organizational Culture Inventory® and Leadership/Impact® 360. The Organizational Culture Inventory is the world's most widely used and thoroughly researched culture assessment.

These tools bring rigour and evidence to culture development. They show the gap between the culture an organisation has and the culture it needs. They also help identify the leadership behaviours and organisational practices that are supporting or limiting performance.

This moves culture work beyond superficial activities and into serious organisational development.

Focus on what will make the greatest difference

The findings show where change is most needed and help organisations choose the right priorities.

These priorities may include first-line manager training, onboarding, internal communication, job design or employee decision rights. They may also include changes to leadership behaviour or the way different teams work together.

Instead of launching disconnected initiatives, the organisation can focus its time and resources on the areas most likely to improve performance.

TES has used this approach with some of Rwanda's leading organisations, including Inkomoko and Access to Finance Rwanda.

How culture development works

Culture development assignments usually last six months or longer. TES works with the CEO, HR leader and other internal partners throughout the process.

Prepare

We begin by agreeing what the organisation wants to achieve and preparing people to take part. TES supports the survey design, communication and feedback process.

Measure

Employees provide structured feedback using Human Synergistics culture and leadership tools. TES analyses the results to identify cultural gaps, leadership impact and the organisational factors shaping behaviour.

Understand

TES workshops the findings with the leadership team and with leaders' own teams. These conversations help people understand the results, discuss what is driving them and build support for change.

Prioritise

Leaders agree what the ideal culture should look like and which changes will make the greatest difference. This creates a clear and shared culture development agenda.

Make the changes

TES works with the relevant teams and departments to align existing processes, communication and ways of working with the culture the organisation wants to build.

We stay involved from survey preparation and analysis through to internal dialogue and implementation.

What changes

The organisation develops a shared understanding of what a constructive culture looks like and why it matters.

Leaders agree on the changes needed to build that culture. Teams and departments understand how they can contribute, while individual leaders become more aware of the effect their own behaviour has on others.

The result is a focused culture agenda, supported by practical changes across the organisation and a shared commitment to putting them into practice.