Unique methodology assessing the capacity of an organisational culture to support the implementation of the business strategy.

Organisational Culture

In the Words of Others

“ Culture eats strategy for breakfast and technology for lunch and everything else for dinn.“ Bill Aulent, MIT Sloan School of Management.

“Corporate culture is the only sustainable competitive advantage that is completely within the control of the entrepreneur.” David Cummings, Co-Founder, Pardot

“ The way I think about culture is that modern humans have radically changed the way that they work and the way that they live. Companies need to change the way they manage and lead to match the way that modern humans actually work and live.“ Brian Halligan, CEO, Hubspot

In Our Own Words

“ I am often confronted with the perception that culture is something intangible that sometimes works and sometimes doesn’t. This could not be further from the truth. Great culture is at the core of any great organisation and that does not happen neither overnight, nor by chance. Organisational culture can be measured and its elements can be made understandable and manageable. This is why we developed the navigator- it gives managers the tangible framework they so need to make it work, just as in product and market development. Culture development requires as much investment as product and market development.”-Natalia Blagoeva, Founder of Eudaimonia Solutions

Why You Need to Get to the Core

The most common mistake organisations make is to either completely neglect the process of culture development or make it irregular, or superficial. At best, this brings inefficiencies, increases costs, hinders performance and at worse, it can destroy an organization.

Culture is not about putting make up and playing roles. To make it really work for you and support your organisational strategy, you need to get to the core.

Scope of the WSCN

The Whole-System Culture Navigator© helps identify what works and what doesn’t in your current organisational culture and most importantly what can be done to make it boost performance and engagement and support your strategy. The tool builds upon the state-of-the-art methodology of the Barrett Values Centre and its flagship methodologies provoking and fostering Leadership Development and Culture Transformation. It also incorporates our experience and other leading methodologies of our times.

Physical Conditions

Similar to any living system, humans need certain conditions to survive and other conditions to thrive. We assess the level of attention and knowledge in the organisation on physical renewal and the creation of workplace which provokes greatness and optimizes efficiency.

 — Workplace Quality
 — Physical Renewal
 — Healthy Balance

Financial Savviness

An anchor is great when you keeps you safe but it could sometimes also limit you from going where you want to go.
We assess whether there is a healthy attitude throughout the organisation towards finance, which means neither negligence nor excessive focus.

 — Finance Savvy
 — Balance of Short and Long-Term Focus


At the heart of performance, fulfillment and self-realisation lies the quality of relationships we have with other people. 
We assess the quality of relationships, people’s emotional maturity and the presence of an emotionally supporting environment.

 — Emotional Maturity of People
 — Quality of Relationships
 — Reasons for Cultural Entropy®


Communication has the energy to hinder, hurt, harm and humiliate, or to help, humor, heal and humble. 
We assess the quality of communication during meetings and daily interactions, how people ask questions and whether communication contributes to or hinders performance and collaboration.

 — Tone of Communication
 — Content of Communication
 — Density of Communication
 — Type of Interactions
 — Quality of Questions 
 — Quality of Listening

Structure and Management Style

In most cases, managers and employees have the right intentions, however structure, management styles and skills can impede optimum results.
We assess how adequate they are for the needs of the organization and its people in relation to the type of business and the nature of strategic goals.

 — Roles, Structure, Symbols, Purpose 
 — Profit, Growth, Competition, Innovation
 — Management Style
 — Accountability, Motivation, Empowerment
 — Stakeholders Focus

Measurements and Awards

What gets measured gets done. What gets recognised and awarded, gets done well. What gets recognised and awarded on time gets done at its best and on time. We assess the existence of a measuring and award system which encourages not only financial performance and goal completion, but also doing the right thing, excellence in service, etc.

 — Type of KPIs
 — Formal and informal awards, fringe benefits and recognitions.

Organisational Learning

We assess whether there are learning programs focused not only on practical and professional skills, but also on building higher awareness, elimination of obsolete mental models and achievement of self and team mastery. Organisations which succeed have leaders who create leaders who create leaders just like a fruit wouldn’t fulfill its purpose if it hasn’t yield a healthy seed.

 — Emotional, Spiritual, Analytical, Intuitive, Cultural, Collective Intelligence
 — Blinds Spots and Mental Models
 — Self-Mastery
 — Team Learning
 — Systems Thinking

Innovation and Diversity

Diversity is a source of innovation and creativity to be fostered but not at the expense of achieving harmony and cohesion in the end result.
We assess how possible are creativity and innovation within the daily routines of the organisation. We assess also the level at which diversity is capitalised on.

 — Team and Project Diversity
 — Space for Creativity and Innovation
 — Tolerance for Mistakes
 — Penetration of Bottom-Up and Top-Down Initiatives


Many decision-making practices have at their core rational and linear principles and elements of fear. When researching successful decisions we find values, intuition and inspiration at their core. We assess the quality of decision-making skills and practices throughout the organisation and how they support or hinder its performance.

 — Capacity for Decision-making
 — Fear-based Decisions-making
 — Opportunity-based Decision-making
 — Seniority and Rules vs. Rightness

Authenticity and Wholeness

Great organisations have a unique and authentic culture. We assess how well integrated is the culture, how well it supports the implementation of the strategy, and also how welcomed people are to bring their heart and soul in what they do.

 — Uniqueness and Authenticity of Culture
 — Level of Integration and Cohesiveness
 — Level at Which People are Authentic
 — Culture Vs. Organizational Strategy

Full-Spectrum Leadership

Successful full-spectrum leaders master their personal dynamics and the dynamics of their team. They don’t have Personal Entropy® and their values evenly spread across the Seven Levels of Consciousness — all elements of the CTT methodology of Barrett Values Centre. We assess the average capacity for self-leadership of everybody in the organisation and the capacity for organisational leadership of the management team.

 — Leadership Development Report
 — Self-Leadership and Personal Entropy
 — Full-spectrum Organisational Leadership

Openness to Opportunities

There is an old saying that luck is what happens when preparation meets opportunity. 
We assess the average capacity of everybody to have an “above the line“ mindset, which means focus on opportunities and openness to learning and transformation, as opposed to focus on fears, problems and keeping the status quo.

 — Mistrust or Trust
 — Scarcity or Abundance
 — Self-Interest or Eco-System View
 — Judgment, Fear and Cynicism or Curiosity, Courage and Compassion
 — Stress or Mindfulness
 — Individual Blame or Systems View
 — Measurement or Opportunity-driven
 — Instincts and Beliefs or Values, Intuition and Inspiration
 — Short-term focus or Purpose-driven

Sustainability and Social Responsibility

Having sustainability and social responsibility policies is no longer optional; they are now requirements. Requirements, however, are about survival. 
Organisations need the resilience which makes them ready for the unforeseen and the spirit to make a difference and thrive. We assess the organisation’s readiness to make a difference and truly thrive, as well as its capacity to form partnerships and collaborate.

 — Adequacy of Sustainability Practices
 — Attitude towards Social Impact and Adequacy of Practices
 — Resilience to Deal with the Unexpected
 — Preparedness to Thrive and Make a Difference.
 — Attitude to Customers, Partners, Competitors and Stakeholders in general.

Integration of a Mission and a Vision

For an organisation to thrive, people cannot be just together. They need to join in on the same journey and attune to the signs on the road.
We assess the presence of a formulated from a whole-system perspective organisational mission and vision. We also look into how regularly they get updated and how well they are integrated throughout the organisation. 
 — Formulation of Values, Mission, Vision 
 — Updating of Values, Mission, Vision
 — Level of their Integration

Full-Spectrum Organisation

The most successful organisations are full-spectrum- they have low Cultural Entropy®, values evenly spread across the Seven Levels of Organisational Consciousness and all segments of the Business Needs Scorecard — all elements of the Cultural Transformation Tools of Barrett Values Centre.

 — Cultural Value Assessment
 — Cultural Entropy® and other KPIs
 — Value spread across the Seven Levels of Organizational Consciousness
 — Value spread across the Business Needs Scorecard

Risk Culture

Risk Culture is to Risk Strategy what Organisational Culture is to Business Strategy. It regularly eats it for breakfast.
Risk culture is the system of values and behaviors in an organisation which shapes risk decisions of both management and employees. We assess whether the culture of the organisation supports or undermines the Risk Strategy of the organisation.

In order for there to be a strong and effective risk culture, it is important first to set the right context and then to create an environment (organisational culture) which enables and rewards individuals and groups for taking the right risks throughout the whole business cycle in an informed and conscious manner. This is about educating and engaging the hearts, minds and souls of people so that they react effectively to any risk situation.

The Paybacks

Results generate deep and meaningful conversations with everybody about the purpose, priorities and strategy of the organisation and the well-being and prosperity of all stakeholders. You get the higher level of awareness and data you need to develop a Road Map for achieving high performance, full-spectrum vision, resilience, and sustainability.

Management feels empowered to act on the Road Map due to the higher level of awareness, improved knowledge, evolved points of reference and clear data. Your Transformational Program goes to the core of the matters which means that you start resolving problems rather than hiding them under make-up. Gradually, repeating organisational problems start disappearing.

The Process

Now it is Time to Say Hello

Building an awesome, prosperous and sustainable organisation requires getting to the core. This means opening up to everything which hinders you and to everything which can scale your impact and fulfillment. A journey like this does not need to be walked in solitude and exposed to too much peril and difficulty. A journey like this is always more graceful with the right company.