Background 

Three years ago, Project Management Institute (PMI) partnered with Kin&Co to address a key challenge: defining a new culture that would reconnect its vast and diverse global community. PMI, an organisation comprising 11,000+ volunteers, 670,000+ members and over 500 staff across 130 countries, faced significant cultural fragmentation. Leadership changes and a shift in strategic direction had diluted the company’s identity and weakened the connection between staff, volunteers and regional chapters. This disunity was hindering PMI’s ability to achieve its ambitious growth strategy, impacting focus, efficiency and overall market leadership.

The task was to create a new set of values and behaviours that aligned with PMI’s strategic goals and unite its community through an authentic, inclusive process. The goal was to energise staff, volunteers and leaders around a shared vision, enabling the PMI community to drive cultural change from within.

Approach 

Over the course of 18 months Kin&Co and PMI collaborated closely to co-create the values and behaviours. The methodology, guided by the principle that colleagues should drive and own the cultural shift so that it felt authentic, involved a three-stage behavioural change process: Listen, Unite and Energise.

In the Listen phase the focus was on creating spaces for open dialogue. Surveys, focus groups and interviews across PMI’s global community revealed key challenges and opportunities. Additionally, a two-day joint session with PMI’s Board and leadership team allowed unspoken cultural issues to be addressed, fostering alignment and connection.

“PMI and Kin&Co united a global community through culture, transforming leadership and engagement across 130 countries”

Kin&Co then worked with the PMI community, leveraging a Culture Ambassador network to bridge geographical and role divides. Through locally-led discussions, creative activities and virtual events the programme brought PMI’s diverse global membership together, ensuring that every voice was heard in shaping the new culture.

Finally the Energise phase focused on bringing the new values to life through action. Senior leaders were upskilled to model the new culture and a series of ‘quick wins’ demonstrated its impact even before the final cultural shift was complete.

Outcomes

More than 1,300 members actively engaged in shaping the new culture and 80% of the community felt energised by the transformation. The programme led to a 36% increase in leaders visibly role-modelling the new culture, with 100% of senior leaders agreeing that the new values aligned with PMI’s strategic goals. Engagement and loyalty surged among senior leaders, while discretionary effort increased by 21%.

The new culture is now a cornerstone of PMI’s operations, reflected in a global campaign and a new Culture Hub. As a result PMI is better equipped to execute its growth strategy, fostering unity and driving performance across its global community.