Developing Organizational Culture — A Practical Framework

Building culture is a deliberate process, not a one-time workshop or rebranding exercise. Organizations that succeed treat it as an ongoing cycle of definition, alignment, reinforcement, and adjustment. Read Part 1 Here.

Start by defining the culture you need to achieve your strategy. This means moving beyond broad values to specific, observable behaviors. What does “accountability” or “innovation” look like in meetings, decision-making, and customer interactions? Engage leaders and a cross-section of employees in this work so the definition reflects reality and earns buy-in.

Next, align systems and processes. Review hiring criteria, onboarding, performance management, recognition, promotion decisions, and manager training. Each should consistently signal and reward the desired behaviors. Inconsistent systems are one of the fastest ways to erode trust.

Reinforce through leadership modeling, regular communication, and manager capability-building. Managers are the primary culture carriers for most employees; equipping them with coaching skills, feedback tools, and clear expectations multiplies impact. Finally, create feedback mechanisms — pulse surveys, stay interviews, exit insights, and leadership listening sessions — so you can adjust before small issues become systemic.

Development is iterative. Organizations that treat culture as a living system rather than a fixed document adapt more effectively to growth, hybrid work, technology shifts, and changing workforce expectations.

McPherson|Berry partners with organizations on assessments, leadership development, HR process design, and change support to turn cultural intent into daily practice. Let’s build the culture that supports your goals. Contact us at https://www.mcphersonberry.com/contact.