Culture Measurement

Results

A clear understanding of cultural strengths

and areas for improvement.

The ability to pinpoint specific behaviours

to drive more intentional change.

Culture change became a business-critical KPI

to ensure ongoing alignment with company goals.

THE BUSINESS

M&G Investments, formed from the merger of M&G and Prudential UK, was reinventing itself into an independent business in mid-2020. This journey had started positively, with a new brand, leadership team and identity, including a clear purpose and values.

However, whilst the company had clearly articulated its ideal state, it faced challenges embedding its new culture across the organisation. And despite investing substantially in culture change efforts and leadership development work, it had little visibility of the impact of its work, or where progress was, or wasn’t, being made.

THE CHALLENGE

The primary challenge was ensuring that the culture was not just described but lived throughout the organisation. A clear understanding of where additional focus was required and the effectiveness of these efforts was essential, and the goal was to create a unified culture that reflected the company’s values whilst driving business performance and leadership accountability.

“The Coode team helped us gain sharp insights into our culture, and most importantly, through Culture15, gave us the right platform to deliver practical actions. They bring a straightforward and pragmatic approach and are easy to work with.”

M&G Investments

Former Chief Human Resources Officer

THE APPROACH

We accelerated the process of culture adoption and alignment across the business by:

Conducting a culture audit: Using both qualitative and quantitative analysis, supported by Culture15, we mapped their desired culture – expressed through six values – into key, observable behaviours.
Identifying focus points: Analysing their culture in this way enabled us to create measures of success for culture that could be monitored and tracked in much the same way as other business-critical KPIs.
Engaging leadership: We held interviews and focus groups across the organisation to explore how these behaviours were currently manifesting.
Providing insights and recommendations: We consolidated all of our findings into a culture diagnostic report that highlighted progress and the areas that required focus, providing clear, actionable insights to ensure the next phase of their transformation was targeted and intentional.

More case studies

The Financial Services Compensation Scheme (FSCS) recognised that strengthening its executive team would be critical to delivering its strategy. While its leaders brought significant individual expertise, there was an opportunity to create a more integrated, high-performing team that was greater than the sum of its parts, while establishing the ways of working and leadership behaviours needed to support this.

Since 2019, Coode has partnered with Solina to support its transformation into a globally aligned organisation. As the company achieved fivefold revenue growth and expanded across Europe, the Americas and Asia, integrating 18 acquisitions, Coode helped define a unifying strategic narrative and operating model that balanced local agility with global scale. By aligning leadership and embedding shared cultural principles, Solina built one cohesive story that continues to drive its international success.

In 2022, a new CEO took to the helm of Concurrent Technologies Plc, an organisation that was well-established in its niche but had hit a plateau. The business had no formal leadership team, with most key decisions previously made by the former CEO. There had been little emphasis on leadership development, and the company lacked the ambition to grow.

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