Methodology
We bring the latent patterns of corporate culture to the surface. Our process is defined by:
- Active Listening and Inquiry: Engaging in deep, purposeful dialogue.
- Participant Observation: Integrating into daily operations to capture authentic interactions.
- Contextual Integration: Identifying and incorporating the overarching framework conditions.
By leveraging the foundational methods of organizational anthropology—specifically participant observation and qualitative interviewing—we map the intricate web of your corporate culture. The advantage of this approach is twofold: it requires minimal time investment from your leadership and staff, yet yields exceptionally reliable data. This provides profound insight into the underlying drivers and meanings behind employee perspectives and behaviors. Based on these findings, we deliver a robust cultural analysis designed to capture the voices of those who experience and shape the company every day, creating a foundation for sustainable, long-term growth.
Key Areas of Focus
Our expertise is frequently applied to the following strategic areas:
- Mergers and Acquisitions: Seamless cultural integration.
- Agile Transformation: Cultivating a mindset of flexibility and speed.
- DEI (Diversity, Equity, and Inclusion): Identifying and dismantling systemic barriers.
- Breaking Down Silos: Dissolving internal boundaries to foster cross-functional collaboration.
- Cultural Succession Planning: Navigating generational and leadership shifts.
- Scaling Excellence: Successfully anchoring growth through a culture of accountability and structured processes.
We focus exclusively on what your organization specifically requires to unlock its full potential; your unique needs define our strategic objectives.
Approach
For decades, the prevailing narrative suggested that companies were defined solely by metrics and KPIs. Quantifiable data was viewed as the bedrock of successful management. However, as agility has become a necessity, it has become increasingly clear that people are the true heart of the enterprise—a realization that often causes uncertainty because the “human factor” is difficult to quantify.
We offer an alternative: a human-centric approach that prioritizes values, purpose, and goals oriented toward practical utility and sustainability. Strategic planning without a deep understanding of corporate culture is, effectively, flying blind. Using scientifically rigorous tools, we analyze your cultural landscape to expose hidden obstacles. We then deliver strategies and initiatives developed from a precise understanding of your unique environment. The result: you avoid hidden pitfalls and capitalize on existing strengths—turning transformation from a concept into a reality.
Driving Success in Change Management: UNDERSTANDING THE CORE OF ORGANIZATIONAL CULTURE TO SHAPE RESONANT TRANSFORMATION.
Publications
Spülbeck, Susanne 2009: Organisationsethnologische Forschung und Beratung: Neue Perspektiven in der Unternehmensberatung
Schwinge, Brigitte und Susanne Spülbeck 2002: Unternehmenskultur und Organisationsethnologie: Warum Ethnologen in der Organisationsentwicklung so erfolgreich sind
Czarniawaska-Joerges, Barbara 1991: Culture is the Medium of Life. In: Frost P. et al. (Hg.): Reframing Organizational Culture. London.
Allaire, Y. und Firsirotu, M.E. 1984. Theories of Organizational Culture. In: Organization Studies 5/3, S. 193-226.
Hofstede, Geert, Neuijen, B., Ohayv,, D.D., and Sanders, G. 1990: Measuring Organizational Cultures: A Qualitative Study across Twenty Cases. Administrative Science Quarterly 35:2, 286-316.
Dewhurst C. Kurt 1988: Art at Work. In Pursuit of Aestethic Solutions. In : Jones, Michael Owen et al. (Hg.): Inside Organizations. Newbury Park.
Das, T.H. 1988. Relevance of Symbolic Interactionist Approach in Understanding Power; A Preliminary Analysis. In: Journal of Management Studies 25/3, S.251-267.
Fiol, C.M. 1989. A Semiotic Analysis of Corporate Language, Organizational Boundaries and Joint Venturing. In: Administrative Science Quarterly 34, S.277-303.
Rafaeli, Anat und Monica Worline 2000: Symbols in Organizations. In: Ashkanasy, Neal M., P. M. Wilderon, and M. F. Peterson (Hg.): Handbook of Organizational Culture and Climate. Thousand Oaks, CA: Sage.