A Culture that Fuels Our Strategy

The biggest challenge corporations face is to create work environments and methods that allow individuals and teams to contribute and express the best of their thinking and effort.

Our consulting is based on the premise that the keystone to enterprise success—where any endeavor depends on the performance of human beings—is decisively shaped by the cultural context. The culture of our enterprise tells us how to be successful, what we should do, and how to do it. It tells us what is possible and what must be rejected. Unfortunately, the list of companies that have undertaken culture initiatives which merely resulted in new vision and values placards in each conference room significantly outnumbers the list of enterprises that have truly constituted new and robust cultures.

Insigniam Culture Consulting
We Promise...

you will build an enterprise culture that is compelling, supports strategic imperatives, and invigorates the entire work force.

Culture Change

It might not be visible to the naked eye, but it has mass, carries weight, and impacts the way everything is done in your enterprise. In fact, your culture can either fuel or devour your strategy. Insigniam has identified nine distinct elements from which culture emerges.

These cultural systems elements are:

  • Language and the network of conversations
  • Customer orientation
  • What is valued in everyday operations
  • Accountability and responsibility
  • Traditions, rituals, heroes, legends, and artifacts
  • Leadership dynamics
  • Unwritten rules for success
  • Decision rights and processes
  • Legacy

Using these distinct elements as a framework and drawing upon the science of complex adaptive systems, we proactively reveal and unhook the current culture. We continue to work with you to invent and implement the desired culture so that it reaches every corner of your enterprise.

The outcome? A culture that is a match for your commitments.

Culture Assessment

An Insigniam Culture Assessment uses one-on-one interviews, online surveys, and other research to reveal your current culture. From that, we formulate and deliver a succinct, potent, no-nonsense assessment of your company’s current corporate culture. Against the ambitions and strategies of the enterprise, we will identify the distinct elements of your corporate culture that will thwart your realizing your ambitions, as well as spot leverage points where fast action can produce extraordinary results. This insightful document is not for the shelf: it is a blueprint for action to support you in building a remarkable future for your business—through your culture.

Installing the Desired Culture

Over three decades ago, our consultants helped pioneer the field of organizational transformation. Our experience has taught us that for any cultural initiative to be effective and in order to generate a new culture that can be sustained over time, several critical success factors must be addressed:

A successful cultural initiative requires alignment between strategic, cultural, and individual transformation. The result? Elevated performance.

An organization’s culture can enable or hinder the successful execution of its strategy; at the same time, the requirements and demands of the strategy may or may not be compatible with the culture. It is critical that the culture supports the strategy and that the strategy reinforces the culture. Moreover, each individual needs to see the direct correlation between his/her actions and the generation of culture and the contribution to strategy. When alignment of strategy, culture, and individual responsibility is achieved, there is inevitably an explosion of elevated performance.

Organizations are complex, ever-changing, and adapting systems

You do not have to be a leader for long to come to the disheartening realization that mobilizing the workforce of a large, multifaceted enterprise to adopt new practices and behaviors can be as elusive as the fountain of youth. The cultural transformations that are most effective call upon the science of complex adaptive systems as an organizing framework, are custom-designed for the enterprise, and address key elements such as past and present conditions, the pull of the future, and inspirational leadership.

Culture can be ingrained and sustained only when anchored in critical results.

Enterprises are not rhetorical exercises; they are pragmatic, realistic endeavors to add value to the interests of their boards, customers, communities, and employees. Thus, any initiative in an enterprise must exist in service of the elevated performance of the enterprise. It stands to follow that truly effective cultural change will evidence itself in significantly enhanced business performance.

Teams, especially cross-functional teams, are a powerful structure for producing extraordinary critical results while giving people an opportunity to generate and experience the new culture.

Most work in large organizations is done within functions or divisions, with little work extending across functional and organizational lines. Working in teams with people from other functions and from across the organization gives the people on the team new perspectives and knowledge, as well as the opportunity to build wider networks for the new culture.

Each project team operates as a small enterprise, committing to and operating consistently with the new corporate culture. Having generated and experienced the value of the new culture, these team members become “ambassadors from the future” to the rest of the organization.

Embed breakthrough performance in the new culture.

It is common knowledge that cultures in enterprises that produce business-as-usual results are distinct from cultures in enterprises that consistently produce breakthroughs. Our approach to cultural transformation blends the development of a cultural framework that is unique to and appropriate for the enterprise with the tools and insights from our proprietary technology for achieving breakthrough performance.

Client Result A Culture that Fuels Our Strategy

Gaining Complete Buy-In Enables Successful Change Management

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Shifting Mindset Dramatically Improves Credo Scores

The VP of Global Marketing and his leadership team wanted to drive the organization to think from the perspective of consumer marketing and global strategy rather than from a simply […]

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Overcoming Team Dysfunctions to Form a High Performing Organization

A clinical development team in a large pharmaceutical company required a different approach to drug development for its new therapy product. The organization was experiencing several human factor impediments in […]

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200% Acceleration in Speed to Market and $20 Million in Value from Leadership Development Program

A medical device company had not introduced a new product to the market for ten years. They needed to create a robust new product pipeline and accelerate the speed to […]

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Merging Two Company Cultures to Research a Breast Cancer Drug

A large pharmaceutical company purchased a company with a molecule for triple negative breast cancer. The molecule looked promising for drug development. However, after merging the companies, a culture of […]

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Insigniam Quarterly A Culture that Fuels Our Strategy

Unleash Culture to Fuel Growth

How to align the nine facets of corporate culture to drive performance.

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Insigniam Quarterly A Culture that Fuels Our Strategy

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There is a phenomenon in sociology called collective intelligence, which occurs when shared intelligence emerges from a group of knowledgeable individuals.

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When merging two companies, it’s important to chew carefully.

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CEOs are responsible for leading corporate culture in the right direction.

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Insigniam’s 2014 Executive Sentiment Survey

Results from Insigniam’s Executive Sentiment Survey shows culture is the most critical factor in successful transformation.

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Insigniam Quarterly A Culture that Fuels Our Strategy

The Intersection of Culture and Customer Experience

Is your organization customer-centric? Start by examining your culture.

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Insigniam Quarterly A Culture that Fuels Our Strategy

Bridging the Gap

Embracing the culture of a Generation Y workforce produces breakthrough results.

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Insigniam Quarterly A Culture that Fuels Our Strategy

Preventing Cross-Cultural Burnout

How Japanese tire manufacturer Bridgestone treaded cultural dynamics to gain market traction.

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Insigniam Quarterly A Culture that Fuels Our Strategy

Transformation In The Driver’s Seat

For Faurecia — a world leader in auto parts manufacturing — revolutionizing results began by reengineering corporate culture change.

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Insigniam Quarterly A Culture that Fuels Our Strategy

Women — your most valuable competitive advantage

A quick scroll through the list of Fortune 500 and FTSE 100 companies and for all their success, operational efficiencies, and strong corporate cultures, one variable is glaringly absent: women […]

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Insigniam Quarterly A Culture that Fuels Our Strategy

Tapping China’s Talent Pool: The Importance of Corporate Culture

To win in China, companies need to leverage local talent. But first executives must understand what top performers are looking for.

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Insigniam Quarterly Transformational Leadership

Transformational Leadership Strategy from War and Peace

Former U.S. Secretary of Defense Robert M. Gates on organizational performance, culture change and the power of transformational leadership.

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What Keeps Executives Up at Night?

Our 2015 Sentiment Survey reveals what is top-of-mind for executives right now.

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Insigniam Quarterly A Culture that Fuels Our Strategy

Leading for a Corporate Culture of Design Thinking

Achieve cultural transformation—and breakthrough results—by embedding design thinking into your company’s DNA.

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Joan Evans

Executive Vice President, Innovation and Transformation

A GameChanger radically & sustainably transforms how we approach, think about, and act on an aspect of our world. GameChangers are audacious, broad in scope, have high impact, are pioneering, embraced by many, and change the landscape.

Let us show you how we do it

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  • Shideh Sedgh Bina

    Shideh Sedgh Bina

    Founding Partner - United States

    As one of the founding partners for Insigniam and Editor in Chief of Insigniam Quarterly, Shideh Sedgh Bina is an expert in working with complex organizations to generate breakthrough results in topline growth, strategy implementations, improved profitability, and culture change. Shideh’s specialties include development of breakthrough strategies that change the rules in the competitive landscape, enterprise-wide transformation, and C-suite executive alignment for global 1000 companies.

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  • Ashley Tappan

    Ashley Tappan

    Consultant - United States

    Ashley Tappan’s ability to help clients achieve breakthrough results has earned her several accolades in the healthcare industry, including recognition as a Rising Star and then a Luminary of the Healthcare Businesswomen’s Association. The Luminary Award was given to the 25 women who have made a significant impact on the healthcare industry.

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