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CulturePulse
Where the organisation is today, where leadership intends it to be, and what must change to close the distance.
This report is prepared for the named client and contains confidential organisational assessment data. It may not be reproduced or distributed without the written consent of Crosstie Solutions. Report ID SAMPLE.
Orientation
The assessment measures the culture your organisation lives, across seven dimensions. Each dimension is a scale from 0 to 100 between two legitimate orientations. A score is a position on that scale, not a mark out of a hundred.
The culture staff experience day to day, drawn from the employee responses.
The culture leadership intends to create, drawn from the leadership responses.
Four principles
The seven dimensions
Section 01
Culture profile across seven dimensions
Executive interpretation
Staff experience and leadership intent fall in different bands on 4 of the seven dimensions. The distance runs from 4 points on D2 Client Orientation to 32 points on D1 Result Disposition. Both sit in the same band on D2 Client Orientation, D4 Strategic Positioning and D6 Workforce Philosophy. On D5 Leadership Access a lower score is a more open organisation, so leadership intends more openness than staff describe.
Cultural distance is the absolute gap between actual and desired; the radar shows position, not performance.
Section 02
The absolute cultural distance on every dimension. Each line connects the culture staff experience today (actual) with the culture leadership intends (desired). Distance is read across the 0 to 100 scale; the direction of movement follows each dimension's own poles. Distance is a measured gap, separate from the alignment level given in each dimension's transition.
Process-Anchored Outcome-Driven
This dimension measures what actually drives effort in the organisation: following the process, or delivering the result. At one end work is governed by rules, routine and close oversight, with risk deliberately avoided. At the other end people are trusted to use judgement, work smart and take on new challenges. The scale runs from Process-Anchored (0) to Outcome-Driven (100).
Score-band reference
| Score | Level name | Characteristics |
|---|---|---|
| 0–35 | Dysfunctionally Process-AnchoredActual band | A focus on short-term bonuses · One does not do what one promises to do · Corruption among managers and professionals next to rank and file people who misappropriate assets · Harmful internal competition · Each one's own kingdom · Self-aggrandisement among top managers due to successes in the past |
| 35–45 | Functionally Process-Anchored | Many rules and regulations · Repetitive work · As few surprises as possible · We don't want to run any risks · Continuous monitoring · Preventive maintenance |
| 45–55 | Transitional | Many rules and regulations · Repetitive work · As few surprises as possible · We don't want to run risks |
| 55–100 | Outcome-DrivenDesired band | Entrepreneurial · Working smart · Creative · Productive · Trustworthy · Inspirational leadership · Every day offers new challenges |
Current and desired culture state
Alignment analysis
These two states have almost nothing in common. Today people chase the next bonus, promises are optional, and every leader guards their own patch. Leadership wants enterprise, creativity and trust, with managers who inspire rather than police territory. Alignment is low. This touches behaviour, management style and daily operations at once, so treat it as a multi-year change, not a policy update.
Business implications
Trust becomes the currency, which means broken promises now cost you real money. Rivalry between units has to give way to shared effort, so both reward and reporting lines change. Output and new thinking rise once people are freed to work smart rather than defend turf. Your authority stops resting on past wins and starts resting on present example.
Strategic recommendations
Implementation plan · transition-specific
Months 1 to 2
Months 3 to 5
Months 6 to 12
Inside-Out Outside-In
This dimension measures whether the organisation decides for itself what clients need, or lets clients set the agenda. At one end the business works from its own standards and protects its own position. At the other end it is highly pragmatic and delivers what the client asks for, with flexibility limited only by how much ethical constraint remains. The scale runs from Inside-Out (0) to Outside-In (100).
Score-band reference
| Score | Level name | Characteristics |
|---|---|---|
| 0–30 | Dysfunctionally Inside-Out | We are continuously busy in covering ourselves · We are the best; there is no room for improvement · Stakeholders should be happy that we exist · We know what is best for the client |
| 30–50 | Functionally Inside-Out | We have high standards of business ethics and honesty · We are consistent in what we say and do · Procedures must be followed correctly unless it hurts results · We are the best, but there is always room for improvement |
| 50–75 | Moderately Outside-InActual and desired | We have moderate to high standards of business ethics and honesty · We are fairly flexible in what we say and do · We try to meet customer demands unless it will go against our business ethics · There is room for improvement |
| 75–100 | Highly Outside-In | We are not concerned by business ethics and honesty · We are extremely pragmatic · Creative · We do what the client wants us to do, even if it is not in the long-term interest of the client |
Current and desired culture state
Alignment analysis
Current and desired match, so there is no gap. Solid ethics, real flexibility in word and action, a willingness to meet client demands unless they cross the line, and an acceptance that there is room to improve already describe the business. Alignment is high. The job is keeping the ethical line clear and the flexibility usable rather than letting either drift.
Business implications
You can respond to client demands while holding a stated limit, which supports workable relationships without open-ended commitment. Delivery varies by client, so planning depends on client-facing staff exercising judgement well. Accepting room to improve keeps performance under review. The whole thing depends on teams knowing exactly where the ethical line sits.
Strategic recommendations
Implementation plan · transition-specific
Months 1 to 2
Months 3 to 5
Months 6 to 12
Fluid High-Rigour
This dimension measures how much internal structure and discipline shapes daily work. At one end the organisation is informal and relaxed, with few standards, light administration and little attention to cost. At the other end it is formal and planned, with punctuality, cost consciousness and clear work standards. The scale runs from Fluid (0) to High-Rigour (100).
Score-band reference
| Score | Level name | Characteristics |
|---|---|---|
| 0–15 | Dysfunctionally Fluid | Extremely sloppy · Extremely informal · A lot of joking at the cost of the organisation |
| 15–45 | Functionally FluidActual band | Cheerful and relaxed · Informal · Innovative · Not burdened by administrative tasks · Costs of little concern |
| 45–55 | Balanced | Some rules and standards exist but are applied with flexibility · A mix of formal and informal communication is present · Cost awareness is emerging but not yet dominant · Moderate planning is in place though not always enforced · Work standards exist but exceptions are tolerated · Punctuality is expected but not rigidly policed |
| 55–100 | High-RigourDesired band | Formal · Punctual · Cost consciousness · Planning is emphasised |
Current and desired culture state
Alignment analysis
These two states work very differently. Today the business is relaxed, informal, innovative, light on admin and not focused on cost. Leadership wants formality, punctuality, cost consciousness and planning. Alignment is low. Structure replaces looseness across communication, timekeeping and spending, so both behaviour and daily operations change together.
Business implications
Formality changes how people interact, replacing spontaneous exchange with defined channels. Time commitments start to bind, so scheduling firms up. Cost enters decisions directly, which changes what gets approved. Planning replaces improvisation. Admin load rises, so less time is available for the unstructured work that supported innovation.
Strategic recommendations
Implementation plan · transition-specific
Months 1 to 2
Months 3 to 5
Months 6 to 12
Inward-Anchored Outward-Calibrated
This dimension measures whether people identify with the organisation itself or with their professional field and the wider world. At one end loyalty is what counts, criticism is unwelcome, and attention stays on the here and now. At the other end diversity and criticism are accepted, competitor activity is tracked, horizons are longer and mistakes are used for learning. The scale runs from Inward-Anchored (0) to Outward-Calibrated (100).
Score-band reference
| Score | Level name | Characteristics |
|---|---|---|
| 0–20 | Dysfunctionally Inward-Anchored | Internal loyalty is all important · Here and now · Inward looking · Newcomers who differ from us are right away rejected · A critical attitude will be sanctioned · Competition and mistrust between units is strong · The outside world is threatening |
| 20–45 | Functionally Inward-Anchored | Managers require subordinates to be loyal to them · A critical attitude by subordinates is being perceived as rejection · Managers, therefore, don't want their subordinates to be critical · Internal loyalty among everybody · Newcomers who differ from us should adjust and therefore they will be tested out · Innovative · A critical attitude is not appreciated · Inward looking · Here and now |
| 45–55 | Transitional | Diversity is acknowledged but not actively encouraged · A critical attitude is tolerated but may still cause friction · There is a blend of short-term focus and emerging long-term thinking · Some interest in external developments, though inward habits persist · Mistakes are occasionally reflected upon but rarely used as learning tools · Loyalty to the organisation and professional identity coexist with some tension |
| 55–75 | Outward-CalibratedActual and desired | Diversity is okay · A critical attitude is okay · It is important to know what competition does · Outward looking · Fairly long-term horizon · We learn from our mistakes |
| 75–100 | Outward-Calibrated (Very) | Diversity is welcomed · Without a critical attitude you will not make promotion · It is important to monitor what happens in our field of competence · Outward looking · Long-term horizon · We learn from our mistakes |
Current and desired culture state
Alignment analysis
Current and desired match, so there is no gap. Diversity is accepted, criticism is accepted, competitor activity is known, the business looks outward, horizons are long and mistakes are used for learning. Alignment is high. The job is keeping criticism genuinely costless in practice, and keeping external monitoring and mistake reviews producing something decisions actually use.
Business implications
Problems surface early because criticism is accepted, and mistakes feed back into how work is done. Competitor knowledge keeps decisions informed. Longer horizons support commitments that take time to pay off. Diversity widens who you can hire and keep. The risk is quiet erosion: criticism becoming unwelcome again as managers change, without anyone deciding it should.
Strategic recommendations
Implementation plan · transition-specific
Months 1 to 2
Months 3 to 5
Months 6 to 12
High-Access Low-Access
This dimension measures how open the organisation is in communication, transparency and how it treats newcomers and outsiders. At one end information reaches everyone, people tell the boss what they think, and those who fail get the benefit of the doubt. At the other end the organisation is secretive, outsiders are unwelcome, newcomers must prove themselves and failure is assumed to be someone's fault. The scale runs from High-Access (0) to Low-Access (100).
Score-band reference
| Score | Level name | Characteristics |
|---|---|---|
| 0–25 | Very High Access | Newcomers and outsiders alike feel immediately welcome · Those who fail are given the benefit of a doubt · Everyone feels well-informed · We talk about everything without any inhibitions · We tell the boss what we think, even in threatening situations · We can always ask our boss for advice |
| 25–45 | High AccessDesired band | Newcomers and outsiders alike feel welcome · Those who fail are normally given the benefit of a doubt · Information we need in order to do a good job can be easily acquired · We tell the boss what we think · We can often ask our boss for advice |
| 45–70 | Moderately ClosedActual band | Newcomers and outsiders alike don't feel all that welcome · Those who fail are normally assumed guilty until proven innocent · It takes a real effort to acquire information we need to do a good job, unless you are part of the old boys network · We will not tell the boss what we think if we find ourselves in threatening situations · We are good at keeping secrets and we don't disclose information which may harm us |
| 70–100 | Low Access | Outsiders are not welcome · Newcomers have to prove themselves by, among other things, initiation rites · Secretive · We never tell our boss what we really think · Those who fail are assumed guilty |
Current and desired culture state
Alignment analysis
Both states put some definition around access, so this is a change of degree. Today newcomers feel less welcome, information is hard to get outside established networks, failure is assumed to be someone's fault and concerns go unvoiced in difficult situations. Leadership wants newcomers welcome, information easy to get, benefit of the doubt on failure, and the boss available. Alignment is moderate.
Business implications
Information becomes easier to obtain, so established networks lose their advantage and people work from a fuller picture. Concerns reach leaders in the ordinary course, so problems get addressed earlier. Newcomers settle in faster. Those who fail are no longer presumed at fault, which affects how mistakes get reported and how hard work gets staffed.
Strategic recommendations
Implementation plan · transition-specific
Months 1 to 2
Months 3 to 5
Months 6 to 12
People-Centred Output-Centred
This dimension measures whether management is built around people or around output. At one end management shares responsibility for staff welfare, consults before deciding and takes personal circumstances into account. At the other end each person carries their own welfare, busyness is the measure of worth, and pressure rises to a level that produces burnout and silent resistance. The scale runs from People-Centred (0) to Output-Centred (100).
Score-band reference
| Score | Level name | Characteristics |
|---|---|---|
| 0–45 | People-Centred | Management takes co-responsibility for our welfare · Management is consultative · Everyone feels well-informed · Work environment is attuned to the needs of employees · Personal problems are taken into account · It is difficult to get fired |
| 45–55 | Balanced | Management acknowledges employee wellbeing but output remains a priority · Personal issues are heard but do not significantly influence decisions · Job security is moderate; sustained underperformance is eventually addressed · Some consultation occurs but key decisions are predominantly top-down · The work environment meets basic employee needs without being tailored to them · Community and social responsibility are recognised but not actively pursued |
| 55–75 | Output-OrientedActual and desired | Everybody is responsible for their own welfare · Most important decisions are taken by individuals · If you are not busy, you are no good · Personal problems are not taken into account · We have no interest in the community where our facilities are located |
| 75–100 | Dysfunctionally Output-Centred | People are put under extreme pressure for no good reason at all, at least that is how it will be perceived · Danger of burn-out and/or silent resistance · If people don't leave they feel imprisoned either because there are no job opportunities elsewhere or because it is a matter of real human bondage |
Current and desired culture state
Alignment analysis
Current and desired match, so there is no gap. Each person carrying their own welfare, important decisions taken by individuals, busyness as the measure of worth, personal problems excluded and no interest in the surrounding community already describe the business. Alignment is high. The job is making sure decision rights are clearly held so individual decisions do not collide.
Business implications
Decisions move quickly since individuals decide without consulting. The business carries no welfare responsibility, so obligations to employees stay narrow. Contribution is judged by visible activity, which makes assessment simple though it favours those whose work is visible. Turnover is a normal feature. The risk is conflicting decisions where rights are not clearly assigned.
Strategic recommendations
Implementation plan · transition-specific
Months 1 to 2
Months 3 to 5
Months 6 to 12
Behaviourally Informal Behaviourally Distinguished
This dimension measures how consistently professional conduct is practised and upheld across the organisation. At one end conduct is inconsistent and personality-driven, with standards read individually and responsibility routinely passed around. At the other end conduct is uniform at every level, accountability is built in, and ethics and emotional intelligence operate as institutional norms. The scale runs from Behaviourally Informal (0) to Behaviourally Distinguished (100).
Score-band reference
| Score | Level name | Characteristics |
|---|---|---|
| 0–30 | Behaviourally Informal | Professional conduct is largely absent or inconsistently practised · Dress standards, communication etiquette, and interpersonal respect are individually interpreted, not collectively upheld · Accountability is weak; employees routinely deflect responsibility · Workplace interactions are marked by informality that undermines authority, collaboration, and institutional credibility · Leadership presence is inconsistent or performative |
| 30–50 | Behaviourally Emerging | Some awareness of professional standards exists but practice is uneven across teams and levels · Dress and appearance norms are partially observed; exceptions are tolerated without consequence · Communication is functional but lacks executive polish; emotional regulation is inconsistent · Accountability is selectively applied; cultural enforcement depends on individual managers rather than institutional systems · Culture feels aspirational but fragile; standards are known but not yet embedded |
| 50–70 | Behaviourally ConsistentActual band | Professional conduct is broadly upheld across most of the organisation · Employees demonstrate reliable standards in dress, communication, and interpersonal behaviour in formal settings · Accountability structures exist and are moderately enforced · Collaboration and team interaction are professional and productive; emotional intelligence is practised by most leaders · Culture is stable and credible; occasional lapses occur but are addressed |
| 70–100 | Behaviourally DistinguishedDesired band | Professional conduct is a defining organisational characteristic; observable, consistent, and self-reinforcing · Dress, communication, executive presence, and interpersonal behaviour are uniformly upheld at all levels · Accountability is embedded, employees take ownership without prompting; errors are addressed constructively and transparently · Emotional intelligence, workplace ethics, and collaborative maturity are demonstrated as institutional norms, not individual traits · The organisation projects a culture of distinction, internally experienced and externally visible |
Current and desired culture state
Alignment analysis
Both states take professional conduct seriously, so the direction is shared and this is a change of degree. Today conduct is broadly upheld, standards are reliable in formal settings, accountability is moderately enforced and lapses get addressed. Leadership wants conduct as a defining characteristic, uniformly upheld at all levels, with accountability built in and ethics as institutional norms. Alignment is moderate.
Business implications
Conduct extends from formal settings to all settings and from most of the business to every level, so consistency becomes complete. Accountability moves from enforced to built in, so ownership is taken without prompting. Errors are addressed openly rather than handled as lapses. Emotional intelligence moves from most leaders to an institutional norm.
Strategic recommendations
Implementation plan · transition-specific
Months 1 to 2
Months 3 to 5
Months 6 to 12
CulturePulse
CulturePulse culture assessment report, prepared for Meridian Financial Group. To review it with a Crosstie learning or business advisor, get in touch.