Culture & Performance

Corporate culture is the foundation on which the company's vision, mission, strategy, structure and principles are based. It forms the identity and uniqueness of each company. Understanding it helps to understand why a company does what it does and achieves its goals.

Manfred Kets de Vries

Today, one of the challenges for any leader is to create an organisational culture in which employees feel invested, committed and where they can develop, grow, create and innovate. Although informal, corporate culture is a lever for performance, differentiation and cohesion. It is an integral part of the evolution of organisations and is defined as the set of ways of thinking and acting that are common to the employees of a given organisation.

My role as a “Culture and Performance” consultant is triple.

First, it is to diagnose the critical elements of the company’s culture to assess their adequacy to the company’s needs, its members, and its mission.

Then, my role is to facilitate the understanding and valuing of this culture by many of the company’s employees to become its best ambassadors.

Finally, my interventions aim to give my clients internal and external communication tools on their culture (culture-book *, culture-code, semantic platform) to, among other things, improve the level of employee engagement and develop the employer brand.

* Culture-book: a culture book states the salient features of an organisation’s culture. It can be used as HR support (recruitment, onboarding, external growth) or marketing support (careers, employer brand, commitment). It is a matter of members of the company reflecting on and familiarizing themselves with the values, principles and mission of their company, each of whom then becomes its first ambassador.



  • Assessment of the foremost balances, the foundations of the corporate culture (and sub-cultures)
  • Review of the links between leadership and corporate values
  • Analysis of collective representations, internal beliefs, and their meaning
  • Identification of strengths, blind spots, development needs

Ownership and leveradging

  • Co-definition of the salient features of the corporate culture (e.g. values, guiding principles, vision, mission)
  • Support in defining and implementing individual and collective adjustment actions


  • Two hour face-to-face or virtual workshop on "Culture" themes such as the relationship to certainty and ambiguity, team spirit (conflict resolution, level of psychological safety)
  • Organisation and facilitation of seminars (1 to 2 half-days) to better understand and value corporate culture as a strategic asset

Culture-book / Code

  • Writing of the semantic platform of the company (or group) culture
  • Synthesis and formalization of the corporate culture through culture-book / code *