Company Culture:

A new look for the Board, ExCom and Investors


"I get your strategy. Now tell me how your culture is going to deliver it.

Also, how that culture shapes the Social in your ESG (Environmental, Social, Governance) agenda."

What happens after breakfast?

Everybody can quote Drucker on ‘Culture eats strategy for breakfast’.  But it's not often obvious to people what they should do after the quote. It’s not necessarily a question of senior leadership not understanding the importance of culture. The issue is how to do it successfully, how to shape it in a sustainable way, how to build a legacy that can deal with any strategy change and any environmental change. In other words, how to make culture the strategic advantage.


Watch this 60 minute webinar exclusively for Board and/or Executive Team members of organizations, and their institutional investors hosted by Dr Leandro Herrero, CEO of The Chalfont Project

Webinar available to watch FREE on demand

What has happened here?

Culture has stopped being an afterthought

Progressively, more and more investors and shareholders expect culture to be more than just a word in the vocabulary or a set of platitudes. Whilst the likes of Google, Apple or others are often naively highlighted, they are not the ultimate goal for a cut and paste. Most people today would agree with that.

The ESG agenda is fundamental today

People have embraced the E (Environment) with some clarity; The G (Governance) is more and more polished and sophisticated. The S (Social) is a broad church of ideas, possibilities and pending improvements where culture is at the core. In fact, culture is the ‘petri dish’ where all that sits: workforce engagement, trust, diversity, health and wellbeing…

Culture climbed to the Board

Many company Boards across the world now have a member or director ‘taking care of culture’. These are great steps compared with the past, but far from the solution. Very often those directors ask themselves the same questions as anybody else: how do we do it, why does it have to be so difficult, why do we see so many failures? 

The toolkit is old, it can’t support the challenge

The instruments for culture change, which were created many years ago in a more linear and predictable environment, are completely useless today. There is no such a thing as the 5 steps, or the 15 steps, or the sequential cascading of workshops that will solve ‘culture’. The track record of these approaches, in general, is not great. So how to avoid the repeat of the same multi-million fiascos? The issue: we have been treating exponential problems (an organizational-wide culture change) with linear interventions (traditional HR/OD, leadership programmes).

Culture is not something that can be ‘achieved by a deadline’.

Culture shaping and transformation never ends. Yet, we all are under pressure to construct better ways of doing, better environments, extraordinarily responsive cultures that are in themselves true differentiators. And progressing as fast as one can!

Business People Applauding

So, if investors expect more, and Boards are more interested, how can the culture be shaped in a way that goes from ‘important’ to the strategic insurance? How can the "Social" in ESG be shaped?

The truth is that it can be done, but only if people are prepared to ‘leave their sandals at the door’ (traditional methods, ‘small scale’ interventions, communication bombardment). The cues don’t come from Business Schools or Big Consulting, but from societal experiences where large scale mobilization of people, social movements, has been successful. Can we have a ‘social movement inside?’ Yes we can. That is the only way to shape, improve, change, or transform culture.

This webinar explains how to orchestrate culture change successfully and also share how this has been achieved in many cases, and how it can be achieved for your company.

Tell me about your culture and I will tell you about how credible your business strategy is.

This webinar will cover:

Inconvenient truths about

  • How cultures are created and how they are not

  • The limited role of massive communications roll outs

  • The even poorer role of training

  • The contrarian view of the traditional role of leadership

  • The problem with expecting ‘big scale’ culture change from  ‘small scale’ or not scalable interventions

  • Why culture is not an HR topic

  • ‘Where in the organization’ does culture sit?

  • How to ensure success in culture change so that it can be ‘explained’ to investors and shareholders

  • Shaping cultures that create true competitive advantage and the differentiation


At The Chalfont Project we have been working on these questions for more than 20 years and have created a successful ‘people platform’, a true people operating system, that achieves all that.

A few places where this different culture change is taking place

A 120000 people Public health care system, bottom up movement spreading across one country

A UK pharma company refocusing its priorities at the time of major patent loss, then spreading the model to EU

A global, EU based Oil and Gas services company strengthening its award winning safety culture, going  beyond Health And Safety compliance 

A 2000 people global medtech company now acquired by a 20,000 people biopharma

An EMEA investment banking company shaping its culture across the board in the middle of the Covid lockdown

A small car manufacturing facility in South America, part of a global brand, and a food processing regional enterprise both based in Colombia

A multi EU country insurance and banking company starting in a 1500 people affiliate

A multi USA state, private school transportation business with strong emphasis on safety

A global Vaccines company with 16,000 staff, with strong presence in Europe and with R&D and transatlantic manufacturing operations


The webinar was presented by Dr Leandro Herrero with virtual testimonials of some people who are taking this different route, and facilitated by colleagues at The Chalfont Project.

Dr Leandro Herrero heads The Chalfont Project, a firm of Organization Architects who have been dedicated to large scale change, collective leadership and smart organizational new designs for the last 20 years. He has written 10 books on these topics. He has spent many years as senior manager in top global organizations and, before that, he practiced as a clinical psychiatrist. He lives in the UK, now for more than half of his life.

This is us!