Corporate Transformation Tool

  • Success factor at changes
  • Systematic approach for organisation culture
  • Value controlled leadership
  • Identity of the organisation

Why this Business Programme?

Successful companies have two distinctive characteristics: value controlled leadership and creativity in the company culture. Only few organisations create an intentional theme of values and organisation culture. When an organisation learns to see their own identity and is able to transform the values to better, more effective ones, the organisational results improve with leap and bounds. A good alignment between for instance the development of the organisation and the personal values and development of employees delivers motivated and responsible employees with better long-term results.


Cultural change is no isolated activity in an organisation, but is always connected with other changes in the organisation like merger, new market-development and –approach, improvements in client-focussing, internal processes, cooperation with clients and internally, etc.
The existing organisation culture often seems an important success- or fail factor with intended changes.
For research in the field of organisation culture, Moovs is affiliated with an international network of advisors (Richard Barrett & associates), which for fifteen years already works with company transformation models and –instruments. The instruments offer a framework to map the awareness of the important values and culture of an organisation, team and/or individuals.

The research model contains seven levels of consciousness, which describe the growth of an organisation, team, leadership role or individual in the area of values and culture. The organisation levels are described as follows:

  1. Social accountability
  2. Strategic connections
  3. Strong culture/identity
  4. Ongoing renewal
  5. Organisational effectivity
  6. Harmonious relations
  7. Financial security

For personal development and leadership levels similar descriptions and characterisations are available.

Programme points

  • Survey among all employees (including management) via internet
  • Processing and analysing of the results
  • Report and presentation of results
  • Define of desired culture
  • Actions to promote the desired culture
  • Implementation of the cultural change


The results (in broad outlines) of the survey are:

  • insight in the existing and desired organisation culture and the different team cultures
  • insight in the similarities and differences between above mentioned results
  • insight in possible restrictive values and amount of lost energy (entropy)
  • insight in the development level or –phase of the team/the organisation
  • action plan for cultural promotion with a link to ongoing or intended changes in the organisation.


Below you find examples of interventions, which can be deployed either combined or separately.


Intervention trajectory

Capability Building

  • Traineeships
  • MD development
  • Top Talents
  • Ambition management
  • Project-based working