Major Entertainment & Events Company

The merger looked clean on paper. Two thriving organisations, both strongly led. Beneath the surface were different ways of making decisions, different assumptions about accountability, and competing views of where the new organisation was heading.

A culture audit surfaced what each side was operating from: speed versus rigour, and unexamined beliefs about whose voices carried weight. Through immersive creative sprints, senior leaders visually mapped the organisation they believed they were building. Their drawings revealed what months of strategy sessions had not: alignment in some places, fundamental differences in others. What had remained unspoken became visible.

Six leadership themes emerged and became the responsibility of cross-departmental working groups, shifting ownership of the new culture beyond the leadership room. Subsequent engagement surveys showed gains in ownership and accountability.