Diving into the unknown: how a European bank tackled a much-needed culture change

Following the merger of four government agencies in this north European country, a national development bank sought our input to update its strategy and values. 

The first and most important step was to explore the change perspective over time. We encouraged the client to think ahead at least 18 months, beyond our involvement, to enable the high level of alignment and tight cooperation that is crucial in culture change projects. The bank planned to invest seriously in exploring the current culture, looking at the whole and at the four subcultures brought in by the four different agencies. 

We facilitated diverse groups of employees at every level to discuss current culture strengths and challenges, revealing hidden roadblocks as well as assets. For example, high levels of professionalism emerged as a strength but also a barrier to effective collaboration across different sectors within the bank. Working across the organisation, we were able to articulate new values and behaviours, subsequently approved by the Board. 

There was a high level of energy in the search for values and much curiosity in the final result, reflecting the involvement of people from different levels and places in the organisation. They felt the new values expressed what they were voicing. In the implementation stage, we created a change methodology and delivered training for Culture Ambassadors, who will help to discuss and make sense of the new values in different parts of the organisation. 

We continued to encourage free flowing conversations and sense-making at quarterly reflections in community meetings with Values Ambassadors and the Board, where reflections on changes were voiced, difficulties were talked about and the much-needed changes were celebrated.