Walking the Talk Blog

Using a survey to describe your culture

[fa icon="calendar'] 04-Dec-2018 10:00:00 / by Walking the Talk posted in Jerome Parisse-Brassens, Walking the Talk, Culture survey, Measuring culture, Culture change, Leading culture, Managing behaviours

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Executive Director Jerome Parisse-Brassens explains why a behavioural tool such as a survey is useful for describing your company's culture.

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Understanding why your culture is the way it is

[fa icon="calendar'] 30-Nov-2018 17:15:42 / by Walking the Talk posted in Culture survey, Culture change, Jerome Parisse-Brassens, Measuring culture

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Learn why having a methodology that is qualitative is crucial for understanding your organisation's culture. 

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Culture Assessment Webinar

[fa icon="calendar'] 30-Nov-2018 11:44:03 / by Walking the Talk posted in Webinar, Amanda Fajak, Measuring culture, Culture survey, Leading culture, Culture planning, Culture change

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At Walking the Talk, we are constantly being asked the question how do you measure culture? In response to this need, Walking the Talk are pleased to host a Webinar on the topic of Culture Assessment on Thursday, December 6th at GMT 12:00/ CET 13:00.

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Culture impact trumps culture fit in mergers

[fa icon="calendar'] 26-Aug-2016 14:48:55 / by Walking the Talk posted in Mergers and acquisition, Culture planning, Culture survey, Corporate culture

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The most effective work on culture begins well before a deal is in full swing.

With thoughtful preparation, a clear strategy and commitment to cultural alignment, organisations can improve their odds of achieving expected merger outcomes.

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The new culture consciousness: Culture really is word on everybody’s lips, including investors

[fa icon="calendar'] 08-Jul-2015 17:24:15 / by Walking the Talk posted in Corporate culture, Andres Fossas, Walking the Talk, Culture survey, Research

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When many of us first entered the workforce, we believed that who we were at work should be different and kept separate from who we were at home. This was, after all, a prevailing paradigm in 20th century work practices. But artificially separating our identities in this way eventually led to increased tension, stress, and the introduction of work-life balance programs. Collectively, we gradually became aware that one couldn’t simply leave his or her mind and heart at the office as if it were a company laptop, and vice versa. We have now come to understand – largely through trial and error – that our private or personal lives naturally intertwine with and influence our work lives.

 

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