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Culture Transformation


All change in organizations is challenging, but perhaps the most daunting is changing culture. There are at least two reasons for this: (1) Culture is a soft concept. If there's no concrete way of defining or measuring culture, then how can you change it? And (2) culture represents collective norms and behaviors. It's hard enough to change one person's behavior — how can you change the behavior of an entire organization?


Leadership for Change   Why does it fail   What is culture

3 Leadership Tips for Creating Organic Change

Sometimes great innovations happen because they’re driven by exceptional leaders. Other times innovations happen because great leaders knew when to step aside and let them happen organically


Creating a Great Culture -- Your Company's Foundational DNA

Dysfunction can occur despite everyone has the common goal of caring deeply about the company’s success


Needed: Board Proactivity on Culture

Culture is shorthand for the embedded behavior, rules and relationships in a firm.



In transformational change, strategy and culture are twins, and leadership is the vital conduit between the two. If strategic change is to be truly transformational it must be rooted in performance and the job to be done. The strategic fit becomes the reference point for culture change. The challenge many strategic leaders face is that it is not enough to change strategies, structures and systems, unless the thinking also changes

Validity’s approach in culture change is underpinned by diagnostics, evidence and data. We link everything to business performance. Most change fails because of peoples mindsets, emotional reactions, behaviors, degree of engagement, acceptance of change, and commitment to it. But if executives want to build high performing organizations, they need to address culture change.   

  • Auditing the Culture. Becoming aware of how the culture really operates and believing that change is both desirable and possible, in particular the leadership team. 
  • Leadership Strategy. Focusing on both leadership competency framework and future top talent. This includes coaching senior leaders (both individually and as a group) to develop their readiness for leading culture change
  • Cultural Realities. Link culture change to every key project, program or change effort.
  • New Values. If you want a different culture, mount programs that promote it. Instead of attacking dysfunctional attitudes and norms, place action strategies for improving communication. Use symbolic acts to bury the old culture and highlight the new
  • Trust. This is a vital cornerstone of a changeable culture, trust built on delivering promises, agreements and initiatives.


Validity differentiates between profits and purpose, finding the blend of inspiration and facts that maximizes both culture and loyalty to your company. Profits must be emphasized, but the purpose of your company must be something other than profit, otherwise the result will simply be greed.

One of the main challenges facing management teams in culture transformation is finding and retaining skilled employees. High employee turnover rates pose a great challenge to many businesses, and are best addressed by changing culture that creates loyalty within the organization, rather than merely adjusting compensation schemes and offering higher salaries.

Validity assists its clients with changing culture that promotes loyalty by conducting a thorough assessment of employee perceptions of the firm’s values and culture, and how these values reflect on the individual employees work satisfaction and loyalty.