Clone of New Culture - Transformation.

For companies that have already internalised the awareness and motivation needed to address cultural transformation and want to take action by implementing new ways of doing and interacting with each other. It takes constant practice to integrate the changes and consolidate new skills, processes and structures; a network of people to act as agents of change; and ongoing reinforcement over time to sustain the changes without falling back into old habits.

Specific objectives developed on the 8 principles of the New Business Culture.

1. Inspirational purpose

1.1. Adopting a systemic approach, addressing any occurrence as part of a whole rather than in isolation.

1.2. Deepening our understanding of why we do what we do, stimulating a sense of belonging.

1.3. Guiding decision making in the company from an inspiring purpose, getting everyone rowing together in the same direction.

1.4. Striving for excellence, ostensibly increasing the productivity and quality of our products and services.

1.5. Designing purpose-related employer branding and talent acquisition and retention strategies.

1.6. Cohesion of teams based on an inspiring purpose, giving meaning to everyday work.

1.7. Increasing the link between the most directly related stakeholders  (owners, staff, customers, suppliers).

2. Trust

2.1. Creating spaces and environments of trust through different tools.

2.2. Knowing how to delegate and derive responsibilities, empowering people.

2.3. Facilitating people's acceptance of responsibility, promoting their empowerment and freedom.

2.4. Being an inspiring example worthy of people's trust.

2.5. Creating opportunities for people to feel an important part of the group.

2.6. Focusing on the task rather than the outcome, reducing pressure and fear.

2.7. Facilitating tools and resources required for good group and individual performance.

2.8. Strategies to become more confident in oneself, in others and in common projects.

2.9. Asking people for feedback to improve team performance.

2.10. Gaining trust in the  people you work with, dealing with conflicts constructively and seeking solutions.

2.11. Challenging the limiting beliefs of teams and individuals by working on their self-worth and encouraging them to be part of growth processes.

3. Shared values

3.1. Upholding values that have a positive impact on the organisation’s culture, determining our way of being in the world. 

3.2. Aligning personal values with those of the organisation, getting everyone rowing together in the same direction.

3.3. Finding meaning in what we do, with behavioural guidelines that are validated and implemented by the people in the organisation.

3.4. Without losing a systemic view, selecting the right values and ensuring that they are shared by all members of the company.

3.5. Fostering an ethical, relationally honest and service-oriented working environment, allowing for the highest level of internal and external customer satisfaction.

3.7. Contributing  to improving the perception of the organisation both inside and out, showing and upholding our values with consistency.

3.8.  Recognising individuals and teams who exemplify the company's values.

3.9. Designing employer branding and talent acquisition and retention strategies related to the values.

3.10. Increasing organisational resilience, consistency and perseverance based on shared values.

4. People's Well-being

4.1. Creating a culture that encourages caring for people and their needs (work-life balance, flexibility, etc.).

4.2. Training people and designing jobs to improve their knowledge, skills and abilities.

4.3. Defining objectives that are always feasible, measurable and challenging. 

4.4. Encouraging a healthy lifestyle (encouraging sporting activities, healthy eating, eating facilities, etc.).

4.5. Encouraging proper rest and the prevention of possible illnesses.

4.6. Giving people a certain level of autonomy to carry out projects that are relevant to them and aligned with their own interests.

4.7. “Systemic” approach, with a view to improving functional and interpersonal relationships, finding coherence in personal and team actions within the organisation.

5. Transformational leadership

5.1. Deepening self-knowledge in order to review habits and exercise conscious, coherent leadership with a positive impact. 

5.2. Creating a safe environment to disagree, have difficult conversations and say what needs to be said. Resolving conflicts by applying emotional intelligence.

5.3. Integrating differences in an effort to regain team unity.

5.4. Developing skills through team building and motivating people.

5.5. Leading from a balance between demanding and recognising.

5.6. Keeping promises and commitments; being a transparent, honest and trustworthy person. 

5.7. Acknowledging mistakes and failures, as well as not knowing something. Vulnerability as a source of trust.

5.8. Coherent distribution of tasks and workload among team members. Selecting the right person for the right job.

5.9. Increasing adaptability, plasticity and openness to change.

5.10. Accompanying and facilitating the processes of the teams and their members, challenging them in a respectful way to move towards the best version of themselves.

5.11. Leading by example, being an inspirational role model “be the change you want to see in your organisation”.

5.12. Training interpersonal skills in conflict resolution and management of complicated situations.

5.13. Making complex decisions while assuming risks and responsibilities. As well as turning failures into opportunities to learn and grow. 

6. Transparent Information

6.1. Taking care to present information in a simple and easy-to-understand way.

6.2. Sharing relevant information internally, including information on financial performance, strategic priorities and areas of greatest concern.

6.3. Working on descriptive and generative information. 

6.4. Encouraging the responsibility of each person who knows the real information.

6.5. Training the people who are going to communicate. The messenger is often the message.

6.6. Building a system to provide information proactively and voluntarily, without waiting to be asked for it.

6.7. Encouraging a sincere dialogue with customers and suppliers, sharing all relevant information for good collaboration.

7. Effective Communication

7.1. Asking questions and practising active listening to get to know the other person, regardless of their position.

7.2. Building communication channels that flow at high speed. Rapid problem solving.

7.3. Encouraging new ways of communicating that are effective, stimulating and motivating.

7.4. Enjoying open and fluent communication between teams at different levels of the company; defining objectives, showing clarity and providing guidance.

7.5. Differentiating between what is essential, what is important and what is dispensable in communication “Less is more”.

7.6. Sharing information in both directions by ensuring that messages are spread correctly without distortion.

7.7. Improving the company’s effectiveness. The more information people have, the better they will do their job and feel fully integrated into the organisation.

7.8. Asking for feedback in all communication. It is essential to know what has been understood.

7.9. Avoiding toxic communication (“explosive emails”).

8. Participation in management and/or Results

8.1. Aligning employee engagement with company goals.

8.2. Creating spaces to encourage new “boosting” leaders to emerge.

8.3. Celebrating and recognising teamwork.

8.4. Making everyone feel that they are part of decisions. Increasing feelings of usefulness and worth.

8.5. Achieving maximum participation in management to create systems for continuous improvement.

8.6. Recognising and promoting diversity as a great opportunity.

8.7. Acquiring new commitments and assuming greater responsibilities.

8.8. Designing participatory routes to efficiency.

8.9. Generating valuable and enriching links and relationships.

8.10. Exploring models of participation in results.

8.11. Knowing how to reach collective agreements based on a common interest, mutual respect and transparency.


This programme is also offered in an Express version (concentrated over consecutive days for companies that need to attend in a single trip).

Other Cultural Transformation Programmes