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Measuring Culture.

Case study - We were asked to observe the nature and quality of a legal firm's culture and consider it in relation to other firms in the sector. 

What did we do.

Looking deep into your culture requires tremendous courage, so we discussed at length how we do this, what it involves and what to expect of the process.

We engaged with the leadership team, specifically both the People and Culture lead and the CEO. We carefully and sensitively supported them through the implementation of our validated assessment framework and process. 

Once the data was in, we presented this back providing key insights and understandings that emerged both from our AI and from our own human expertise.

What was the challenge.

Most leaders know in their gut if they have a good culture in their organisation - many choose to ignore unhealthy ones - it's the truly courageous that want to measure them. 

This legal firm wanted to understand more deeply their culture and how they could improve it. They also wanted to have an appreciation of where their culture was in relation to other firms - where do we sit, are we better or worse.

This was not an exercise in response to a particular crisis, more simply an opportunity to nurture a more creative, collaborative and inclusive working environment.

What was the outcome.

Whilst we don't have control over what the culture looks like, we can provide powerful ways of seeing cultures in action.

For this legal firm, we were able to show them the highlights of their culture and how they manifested in their organisation.


We were also able to show them how they faired in relation to other law firms. Incidentally, they were performing well, however, equally knowing that they weren't would have been just as valuable.

What did they say about us.

"The output is invaluable and, in my view, a must have for any organisation looking to measure and assess their leadership, culture, transparency and operational effectiveness."

Managing Partner of a Law Firm

They continue to use CoSteer and we have recently been supporting them through a change programme, ensuring that their healthy culture supports and nurtures that change.

The whole ethos of Bright Beginnings is of working together, as staff, as volunteers, as a Board, to support and build trusting relationships with the families we serve. We recognise that for our organisation to flourish, truly working together is crucial and through the Murmuration™ platform we have been able to see where we are doing well and where changes are needed and thus set goals which we can regularly reassess and modify.

Rachel Copeland   |  Director of Bright Beginnings

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