The Challenge
The firm faced pressing challenges:
- Rapid market changes required renewal, but the organization had stood still for too long, losing clear direction and vision.
- While revenue remained stable, the firm was losing the “war on talent,” unable to attract or retain high potentials.
- Staff turnover was low, with many long-tenured employees resisting change.
- Partners operated as isolated “islands,” with incidents of boundary-crossing behavior and intimidation for personal gain—particularly in top layers.
- Silence dominated; issues were not spoken about, creating a culture that felt unsafe.
Core question from leadership: How can we get into motion and move forward?
Fieldwork
We started with in-depth conversations across the 500-employee organization. Employees expressed pride in their work but also pointed to silos, rigid hierarchy, and limited transparency. Many longed for clearer leadership roles, stronger communication, and more interdepartmental connection.
Through observations and team sessions, we saw professionals working with dedication yet weighed down by structures. Informal contacts had diminished, and rituals that once gave energy had faded. A “culture of silence” had emerged—employees hesitated to speak up, fearing their input would not be valued.
Cultural Analysis
Key cultural patterns limiting the firm’s success included:
- Leadership ambiguity and distance from the workplace.
- Forgotten rituals, weakening group cohesion.
- Silence and lack of open dialogue, undermining trust and innovation.
- Overemphasis on billable hours over creativity and collaboration.
- Fragmentation across teams, with knowledge and opportunities kept in silos.
- Limited diversity and insufficient recognition of different talents.
Presentations
Findings were shared in interactive sessions with management and employees. The message was clear: the organization needed to reconnect with its purpose, renew its rituals, and create space for dialogue and collaboration. Leadership transparency and consistency were identified as critical enablers.
Organization-Wide Sessions
Through storytelling and dialogue, employees collectively shaped the future culture. They named values such as trust, openness, and shared responsibility. Together, they co-created cultural principles and envisioned new rituals to bring them alive in daily work.
Leadership Journeys
Leaders engaged in parallel development journeys, reflecting on their visibility, communication style, and ability to model openness. Ongoing board-level consultancy ensured alignment between strategic decisions and cultural transformation.
Outcome
The firm is now transitioning from fragmentation to integration. Employees feel more connected across departments, rituals are being renewed, and communication has become more open. Leaders are more present and engaged, supported by a clear governance structure. The organization now stands on a stronger cultural foundation to support both its people and its clients.
