Cultural Strategy for Transformation in a Healthcare Organization

This case study describes how a large healthcare organization, facing increasing pressure from limited resources and rising expectations, developed a cultural strategy to guide its transformation. By combining anthropological analysis with strategic foresight, the organization uncovered hidden blind spots, reconnected leadership with culture, and created new rhythms and rituals to strengthen wellbeing, collaboration, and resilience.

The Challenge

A large healthcare organization found itself at a crossroads. With fewer resources (time, staff, and funding), it needed to safeguard the quality of living, care, and wellbeing while also improving employee satisfaction. Fragmentation, unclear roles, rising work pressure, and a lack of shared vision made the transformation urgent.

Our Approach

We carried out a thorough cultural assessment combining document analysis, fieldwork, and foresight methods. This included observations, interviews across services, journey mapping, and scenario development. The boardroom played a central role: we reflected on strategic plans together and exposed blind spots in the cultural logic.

Cultural Analysis

Our anthropological perspective revealed key blind spots:

  • Too much focus on processes and technology, too little on culture, stories, and meaning.
  • Weak attention to diversity and community building.
  • Lack of rituals and rhythm to guide the transition.
  • Employees caught in a ‘liminal phase’ of uncertainty without collective guidance.

Strategic Insights

We provided concrete cultural strategies:

  • Make wellbeing a core process, not a side activity.
  • Use storytelling to build collective ownership of the transformation.
  • Integrate cultural sensitivity to reflect the diversity of staff and clients.
  • Use rituals and symbols to mark transitions and create rhythm.
  • Support leadership in guiding the liminal phase with presence, rhythm, and meaning.

Boardroom Consultancy

Throughout the process, we facilitated deep boardroom dialogues. Executives were challenged to move beyond blueprints and process charts, and to connect strategy with culture. Together, we aligned long-term foresight with day-to-day meaning-making, creating a roadmap grounded in both vision and lived reality.

The Outcome

The organization now has a cultural strategy that balances efficiency with humanity. Wellbeing is embedded alongside care, leaders are more present and connecting, and employees are engaged in co-creating the future culture. The organization is on a stronger path to resilience, prepared for the demographic and systemic challenges of the decades ahead.

Culture always exists between people. People are constantly on the move and cause change themselves. Every change has an impact. Culture is a temporary landing place in the midst of changes and systems. The current culture provides tools and information about the meaning that people and teams collectively give to things and events. Analyzing and understanding culture is necessary to initiate positive change. Insight and clarity as the basis for change.

Want to know more about culture, change and leadership? I’ll be happy to help you.

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