Values alignment project across 10 operational cohorts and 300 employees

The opportunity

The organisation had a strong set of stated values, but when the team measured how deeply those values were understood and practised at the operational level, the scores told a different story. No value scored above 60% alignment.

There was genuine pride in customer outcomes and safety, but also real tension between values like safety and cost pressure. Respect showed up inconsistently under operational stress.

The business wanted to move its values from something on the wall to something that shaped daily decisions.

The approach

A series of facilitated workshops using a structured diagnostic framework to surface real perceptions, not corporate messaging.

A Values Alignment Index measured each value across understanding, practice, and reinforcement. The Cultural Flywheel model gave every cohort a shared language for where their team sat and what the next step looked like.

Senior leaders attended sessions alongside frontline staff, which opened conversations that had been sitting underneath the surface. The design was discussion-led, not presentation-led.