The Role of a Culture Change Consultant


The world of work is in a continuous state of evolution. Economic factors, new technology and changing attitudes to work make the landscape a constantly evolving one. As the workforce and its priorities shift, the role of a culture change consultant becomes all the more important for organisations wanting to stay ahead. In this blog post, we’ll explore what a culture change consultant does and how their expertise can impact the effectiveness and overall happiness of your organisation.

Understanding the Role of a Culture Change Consultant

A culture change consultant works closely with organisations to design, develop and implement a people-centric culture strategy that helps create an environment where employees can flourish. Their focus is on creating a culture that promotes the happiness, wellbeing and productivity of both individuals and teams within the organisation.

The role of a culture change consultant might involve assessing the company’s existing culture and identifying areas for improvement, proposing tailored solutions and supporting the implementation of these recommendations throughout the organisation.

Key Elements of a Culture Change Consultant’s Work

A culture change consultant’s work typically involves three key elements: assessment, strategy development and implementation. Let’s look at these in more detail.

1. Assessment

An essential aspect of a culture consultant’s role is to gain an in-depth understanding of the organisation’s current culture, which is crucial to identify the changes needed. This may involve conducting interviews, observing the company culture firsthand and analysing existing data, such as survey results and other key metrics, to uncover potential areas for improvement.

2. Strategy Development

After the assessment is completed, a culture change consultant will work collaboratively with the leadership team to develop a comprehensive strategy for creating a happier, thriving work environment. This phase involves setting goals, establishing clear objectives, and outlining tools and techniques to be used during the change process.

3. Implementation

The final step in the process involves supporting the organisation in putting the proposed strategies into practice. The culture change consultant is equipped with the skills and resources needed to ensure the successful execution of their recommendations. They may also facilitate training sessions, workshops or offer ongoing guidance to help organisations maintain their new, improved culture.

Why is a Culture Change Consultant Important for Modern Organisations?

As organisational priorities shift in response to evolving technologies, customer demands and employee expectations, maintaining a positive and people-centric culture is more important than ever. Here’s why a culture change consultant is invaluable to today’s world of work:

  • Employee Engagement: A positive work culture encourages employee engagement, leading to increased productivity, greater innovation and improved collaboration.
  • Performance and Retention: A people-centric environment helps attract and retain the best people, making it easier for businesses to stay competitive in the market.
  • Customer service: A happier workforce equates to happier customers, as employees feel more motivated to provide excellent service when their wellbeing is valued and supported.
  • Financial Impact: By investing in a positive culture, organisations can enjoy improved financial performance resulting from the increased productivity, lower employee turnover and stronger customer relationships.


In today’s fast-paced business environment, a culture change consultant can make a significant impact on an organisation’s ability to adapt and succeed. By fostering a positive, people-centric culture, businesses can stay agile, improve performance and retain the best people. The role of a culture change consultant is essential to building happier and more productive organisations in the modern business landscape.

5 myths about happiness at work

Wrong. The absence of disease isn’t health and the absence of misery isn’t happiness. Just because we might do enough as leaders to not have our people crying at their desks doesn’t mean we are invested in their happiness. Just because an employees comes in every day, does a good job and leaves without complaining about anything doesn’t mean they are happy.

Wrong. It’s right that some some people are more naturally optimistic but, with practice, you can become happier. There is a wealth of science that shows, when we know how, we can train our brains to be more positive. Asking someone to write down three good things that have happened in the last 24 hours may appear glib but this is about training the brain to spot positive things. When we learn to look for things we see them more easily.

Wrong. In fact blind optimism is a bad thing. Who wants to be in a plane where the pilot never believes anything bad can happen so doesn’t bother doing all the safety checks (not me for sure!). Just like in the world of work we don’t want to fail to look out for the risks and dangers, we just don’t want to be overwhelmed by the fear of them.

Wrong. The science tells us that being happier at work makes us more productive, more resilient, more creative, more accurate, more analytical, less likely to take time off sick, leave or burnout. Who doesn’t want those benefits? Yes, what a great wellbeing initiative to be able to say we are interested and investing in your happiness but it goes much further than that. There are real business benefits to helping people increase their happiness.

This one is only a half myth. Yes, people need to be invested in working on their own happiness but as a leader it is for us to help them with that, to show them we value their happiness, to allow them time to work on it, to give them the tools they need to become happier at work. Importantly we need to help them understand why being happy at work is important. As a leader if you can show you are invested in your own happiness it will show your people they should invest in theirs too.

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Forget gimmicks like ice cream van visits or ping pong tables – let’s work together to build a positive culture where people feel valued and encouraged. Let’s help your people find purpose and meaning in their work.

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