With workplace dynamics rapidly shifting the ability to cultivate an adaptive, human-centric organisational culture is essential for business success. This was the resounding message at this year’s Business Culture Connected event, where HR and culture leaders showcased how a flexible and people-focused approach is not just desirable but critical in today’s business landscape.

The event was rich with case studies and insights from award-winning practitioners and thought leaders. Topics ranged from new operating models and ensuring an agile, resilient workforce to how to measure cultural impact and designing for coaching success. From this diverse array of discussions, we have distilled eight themes with some actionable insights:

1. Embrace adaptive human-centric orchestration to foster innovation and agility

HR can learn from Motown, says Perry Timms, PTHR founder, who kicked off the event energetically. HR is evolving from managing employment to orchestrating work, much like Motown’s focus on craft and quality led to super stardom. Timms believes future work values will prioritise “audacious imagination” over AI, encouraging creativity and bold ideas. Amid HR and employee overwhelm, S-Curves offer a framework for continuous change by emphasising starting new initiatives before current ones become obsolete. Timms suggests approaching HR practices with a focus on intersectionality and treating HR services as products designed to meet employee needs and enhance their experience.

Tips:
● Develop a strategic roadmap using the S-Curve model, starting with small changes and setting milestones for review and pivoting.
● Integrate AI and automation for repetitive tasks, allowing employees to focus on creative and strategic work, enhancing productivity and job satisfaction.
● Create policies supporting diverse work arrangements and build an inclusive culture to attract a broader talent pool and increase engagement and loyalty.

2. Remember purpose is not just about the employee

Purpose isn’t just about employees, a theme emphasised throughout the event. Jo Moffat from Engage for Success asked whether purpose has value in all organisations and how to make sure of its substance amid cost and profit pressures. Graham Day from Gattaca Solutions explained that purpose extends to choosing potential customers, in Gattaca’s case using a lens to see if a tender aligns with its purpose. Natalie Hailey from CAE Technology Services added that her company measures purpose based on customer feedback, while Janet Scotcher, formerly of Cambridge University Press & Assessment, echoed many when she said purpose helps HR challenge colleagues’ decisions, making them consider impacts in the boardroom rather than hiding behind HR.

Tips:
● Align your organisation’s purpose with broader business strategies, driving operational decisions and goal-setting. Develop KPIs to measure the impact of purpose-driven initiatives.
● Embed purpose through storytelling, sharing success stories that demonstrate purpose in action.
● Train leaders to embody and communicate the organisation’s purpose consistently, emphasising alignment of personal values with the mission.
● Extend your company’s purpose impact by engaging with the community and external stakeholders, developing partnerships that address community needs.

3. Technology needs to move beyond merely being a ‘faster horse’

Adrian Walcott from Brands with Values critiqued traditional culture measurement methods as superficial fixes. He emphasised that new technology is essential but cautioned against using tools that just speed up outdated processes, enabling us to merely create “faster horses.”Instead, leaders should look to use algorithms that deeply measure cultural health, uncovering more nuanced insights such as personal value alignment, toxicity and belonging. Laura Murphy from BT highlighted the need for data literacy among culture leaders not only to better understand data but to more effectively use it for compelling storytelling. Meanwhile, EMCC’s Ivan Beaumont noted technology’s disruptive impact on coaching, predicting a rise in digital platforms affecting traditional coaching methods.

Tips:
● Invest in tools that provide robust, actionable cultural insights, not just “fast horses.”
● Ensure digital platform providers adhere to digital ethics and standards.
● Equip middle management with smart data and feedback, offering training on data interpretation to enhance decision-making.
● Use people analytics to understand employee group needs, tailoring engagement strategies, benefits and development programmes accordingly.

4. Ditch the mono culture and embrace more diversity

Stop pursuing a homogenous “mono culture” and instead embrace a “culture of cultures,” recognising and valuing the unique attributes of various groups. Perry Timms noted that true culture is what you observe in everyday interactions. Diverse teams bring higher creativity and innovation, much like an ecosystem thrives with biodiversity. Karen Dobres, formerly of Lewes FC, highlighted that its commitment to gender equality and inclusivity drove its unique culture and business success. Embracing diversity increases employee engagement, making employees feel seen and valued, enhancing productivity and loyalty.

Tips:
● Recognise and support unique subcultures within your organisation, allowing teams to develop their own norms and practices. Encourage cross-departmental interactions to share these cultures. Kate Muller of Caseware and BT’s Mike Fortune emphasised adapting culture to different countries and local contexts.
● Create diverse teams by recruiting from a wide range of backgrounds and perspectives and implement feedback mechanisms to ensure that every voice is heard and valued.
● Promote inclusivity through flexible work arrangements, inclusive benefits and zero-tolerance policies for discrimination.
● Encourage leaders to mentor employees from different backgrounds to ensure that everyone feels seen and valued.

Read Part II: It’s all about values, Trust is a behaviour, Coaching: the glue holding culture together, Play and fun – the new approach to embedding culture change