Culture Diagnostic
A culture score tells you something is off. It never tells you what it feels like on the ground, why it's happening, or what would actually fix it.
For consultancies running culture work: interview every employee in their own words, capture the reasons a survey number can only hint at, and hand your client not just a reading but the causes behind it and a clear path to act.
A score tells you where.
It never tells you why.
A survey can tell you a team's culture is slipping.
It can't tell you what's driving it, or what would actually help.
Numbers flag that something is wrong. What fixes it lives in the reasons behind them, in what people are actually experiencing and how they describe it themselves. Interviews capture that depth, and running them across the whole organisation turns a diagnosis into a roadmap your client can act on.
A score measures the mood.
The interview hears what's behind it.
The interviews go where a score can't reach. People describe what it's actually like to work at the client's company in their own words, and the interviewer follows the feeling back to its cause. That gives you the reasons behind the number, and the individual teams a single score hides in its average.
What's it actually like to work at the client's company?
The felt culture, not the stated one.
You can show the client what the culture feels like day to day, the pride people still hold and the places they've gone quiet.
Where is the culture under strain?
The specific teams a single score hides.
You can point to which teams and seams are under strain, and whether it's trust, safety, or recognition.
A score rates.
It never listens.
People describe the culture they actually live.
Anonymous by design
Nothing traces back, so people describe the culture they live, not the safe version.
Nothing is invented
Every finding is tied to a real quote; anything the interviews don't support is left out.
Every voice, not a sample
Everyone takes part at once. The whole organisation, not a focus group.
Every conversation, turned into
a map of the culture as it's actually lived.
The culture as employees actually live it, mapped theme by theme and team by team, alongside the gap between what the company says and what people describe, built from conversations across the whole organisation and grounded in what was said.