Your Strategic Compass

When I’m asked why a Culture Operating Framework matters, I start with this:  

It gives your business a strategic compass and a decision-making framework.

Because decisions aren’t made on data alone. They’re shaped by the why behind the choices. And that why is rooted in values.

From words to actions

Where many businesses fall short: values are verbalised, but not operationalised.

To truly drive behaviour and performance, values must be:

Defined as specific, observable behaviours

It’s not enough to say “we value integrity” or “we value innovation.” What does that look like in practice?

• What behaviours demonstrate that value in meetings, decision-making, or customer interactions?
• How do leaders model it?
• How is it reinforced?

Embedded into the way the business operates

It’s not enough to verbalise values.  How are they visible in the operation?  How are they operationalised in:

• How decisions are made
• How accountability is held
• How teams collaborate
• How success is measured

When values are embedded into systems, processes, and leadership behaviours, they stop being abstract ideals and become practical tools for alignment and execution.

Misalignment Creates Friction — Alignment Creates Flow

From entering new markets to launching new products or navigating uncertainty, shared values reduce friction and guide direction.

But when values are unclear or misaligned, you’ll see:

• Decision-making bottlenecks
• Conflicting priorities
• Erosion of trust internally and externally

Fragmented values
=
contradiction and missed opportunities

The case for a Culture Operating Framework

Values are already in the room.  The challenge is ensuring they’re the right ones — and that everyone is using the same compass.

That’s the case for a Culture Operating Framework: Not a nice-to-have.  A must-have strategic asset that aligns people, decisions, and direction.

The Strategic Advantage You Might Be Overlooking

For MDs and CEOs, growth is always on the agenda. But what if your values could accelerate it?

In conversations with senior leaders, one theme consistently emerges: the tension between driving growth and investing in culture.

But here’s the truth — values aren’t a distraction from growth. They’re a driver of it.

Your business already operates through a set of values. Whether consciously defined or not, they shape how decisions are made, how people behave, and how strategy is executed.

So the real question isn’t if values are influencing outcomes — it’s how well aligned those values are across your leadership team and organisation.

Values in action

Let’s explore how values-led decision-making plays out in the real world — across both global brands and local businesses.

Big Brands, Bold Moves

• Patagonia voluntarily withdrew a profitable product that didn’t meet its environmental standards. This wasn’t a PR move — it was a direct reflection of their core value: Protect our home planet.
• Airbnb offered free housing to 100,000 refugees fleeing Ukraine, coordinated with governments and supported by over 28,000 hosts. This embodied their value of belonging anywhere.
• Salesforce began its pay equity journey in 2015, investing millions to close internal gaps. This wasn’t just policy — it was a commitment to equality.

Small Businesses, Big Impact

• In Bristol, UK, independent coffee shops source only fair-trade beans, absorbing higher costs to uphold values of ethical sourcing and community impact.
• Backstory Books in Portland hosts LGBTQ+ author nights and inclusive story hours — not for trend, but to live their values of representation and belonging.
• Plantisserie, a vegan bakery in Manchester, redesigned its packaging to be fully compostable and biodegradable. This decision, driven by sustainability, required supplier changes and cost absorption — but they did it anyway.

The pertinent questions

If you’re scaling your business, ask yourself:

• Are our values clearly defined and understood across the team?
• Are they guiding decisions at every level?
• Is our culture designed to support the growth we want?

Culture and strategy aren’t separate conversations. They’re two sides of the same coin.

Let’s make sure your values are working as hard as your strategy.

Culture: The Growth Strategy Most Leaders Overlook

One of the most common things I hear from leadership teams is:

“We’d love to do some culture work, but right now our focus has to be growth.”

It’s a familiar dilemma.

When the pressure is on to hit targets, expand markets, or increase profitability, culture can feel like a “nice to have” — something to revisit when things settle down.

But here’s the truth:

Culture isn’t a distraction from growth.  It’s what makes growth possible.

The cost of misalignment

When culture and growth strategy aren’t aligned, you’ll see symptoms like:

• Bottlenecks in decision-making
• Resistance to change
• Blame instead of accountability
• Burnout and disengagement
• High turnover in key roles

These aren’t just HR issues — they’re business issues. And they directly impact your ability to scale.

Culture as a growth lever

The most successful growth-focused businesses don’t treat culture as an afterthought. They design it intentionally to support their vision.

That means asking:

• What kind of culture will drive the growth we want?
• What values must guide our decisions?
• What behaviours do we need to see consistently?
• What leadership approach will unlock our team’s potential?

When culture is aligned with strategy, it becomes a growth lever — not a barrier.

Start with intentionality

You don’t need a full-scale culture overhaul to get started. Begin by:

Engaging your leadership team
What behaviours are modelling the culture we want?

Embedding culture into strategy
Make it part of how you plan, lead, and measure success.

Culture and growth aren’t competing priorities.  They’re partners.

And when they work together, your business doesn’t just grow — it grows stronger.

Why Leadership starts with self-leadership

When someone steps into a leadership role, they’re not just taking on the responsibility of overseeing performance. They’re stepping into a position where they actively shape the culture of their team, and by extension, the organisation.

Leadership isn’t just about what you do.  It’s about who you are and how you show up.

The ripple effect of self-leadership

When leaders lead themselves well, they:

• Create psychologically safe environments
• Foster trust and accountability
• Inspire performance and innovation
• Strengthen team cohesion
• Reinforce the culture through action

And that’s where real transformation happens—not just in the leader, but across the entire organisation.

The bottom line

Leadership isn’t a title—it’s a responsibility. And it starts with self-leadership.

The leaders who understand this are the ones who shape culture, drive performance, and create environments where people thrive.

Why Culture Is More Than a People Issue

In many organisations, culture is often viewed as a people-centric concept: how individuals interact, communicate, and collaborate.  While these elements are part of the picture, they don’t define the whole.

This limited view has led to a common misconception: that culture is a “soft” issue, best handled by HR. But for businesses with growth ambitions and a need to differentiate, this perception is not only outdated—it’s risky.

Beyond values

Another common misunderstanding is that culture is about values and beliefs. While these form the ethos of an organisation, they only become meaningful when consistently translated into action.

Culture is not just what we say we believe: it’s how those beliefs are lived out, day in and day out.  It’s reflected in how teams work together, how leaders lead, and how customers are served.

Without aligned behaviours, values are just words.

Together with vision and mission, culture acts as the glue that binds the business. It creates alignment across departments and roles, enabling clarity, cohesion and consistency.

When culture is strong and aligned, it drives:

• Performance
• Engagement
• Retention
• Profitability

Without it, processes and practices become inconsistent and fractured, undermining the very values a company claims to stand for.

The bottom line

Culture isn’t just about people. It’s about the core of the business. And the organisations that understand this (truly understand it in a way that translates to how they do things), are the ones that will effectively lead, grow, and thrive.