Overcome the challenges of your corporate culture by identifying root causes and prioritizing impactful change.

Iceberg by Grégory Montigny from the Noun Project

Iceberg by Grégory Montigny from the Noun Project

The Challenge In Changing Culture

It’s often said that culture is like an iceberg—some of which you can clearly see, but mostly lurking beneath the surface of the water, essentially invisible. How does a company go about shifting culture when the can’t even see most of it?

Initiatives to affect change are often well intended, but typically fail to shift actual behavior. This is important because corporate behavior, and the shared values (or lack thereof) that guide behavior, are the biggest drivers of culture. Not to mention, it is proven that behavior is the hardest thing to change in people, meaning that culture change will always be a slow-moving affair. To make progress on culture, and ultimately deliver results on change management efforts, a new approach is necessary.

The Answer Is Mapping Culture


Developed by XPlane Founder Dave Gray and Stategyzer Founder Alex Osterwalder, the culture map is a tool for designing better performing companies. It helps management get an actual snapshot of the company culture as it actually is, rather than how the perceive it. Find out what’s working, what’s broken, and identify areas of change that will have outside impact on the culture.


Outcomes in your culture are the results, or the product of your culture (good or bad).

The behaviors are the core of your culture. They’re the daily actions (good or bad) that people do consistently, whether they are aware of it or not.

The enablers and blockers are part of the foundational context that influence behavior, intentionally or unintentionally.


Culture Mapping Workshops

  • Daniel will facilitate multiple sessions (usually 2 hours each) with different subcultures, groups, or silos in your organization. (e.g. IT, Product, Finance, Sales, Retail, etc.)

  • We identify 5 or 6 (no more than 10) people from each of these groups to participate.

  • Company executives and group management are not invited, so that we can get a real picture of what the culture actually is (having authority figures in the room almost always tamps down unfiltered perspective).

  • After each session, the results are summarized and synthesized into a representative account of the current culture across your company.

  • In addition, new insights, ideas, and possibilities that solve problems are sorted and prioritized with recommendations for management to consider.

  • From there, Daniel can guide future culture change initiatives by facilitating further workshops to gather feedback and ultimately generate buy-in from key stakeholders.


Talk to a facilitator.

Let’s schedule a time to chat on the phone, or if you are local to the Boston area, let’s meet to discuss how we might work together to activate a change in your culture.

Name *
You may want to answer questions such as: What are you hoping to accomplish? What are the problems you see in your culture?