Each module consists of three full days of in-person learning, from 10:00 AM to 5:30 PM. These days, we explore frameworks, research, and approaches to organizational culture, work with case studies, reflect, engage in discussions, and test methodologies — using examples from our own organizations and leadership roles.

Between modules, participants complete individual assignments that involve engaging their teams. They hold one-on-one conversations with colleagues, gather feedback, and test assumptions about values and the actual state of their organization’s culture.

A unique value of the program lies in its multidimensional approach to culture: we explore it from various angles — through feedback practices, diverse evaluation approaches, personal experience, and team interaction. Participants work with real cases, investigate how culture connects to strategy, management systems, the CEO's and the team's roles, and shape their trajectory for change.

June 30 – July 2

Day 1

• Identifying what in the culture creates tension or dissatisfaction: which cultural manifestations hinder development, why they cause difficulties, and where the root of the challenges lies.
• Initial culture diagnosis: identifying unproductive patterns — toxicity, inertia, irresponsibility, etc.
• Aligning the organization’s strategic direction with existing cultural elements — exploring the role of culture in achieving goals.
• Formulating initial hypotheses about the desired culture: what it should look like to support growth.
• Introduction to cultural frameworks and metaphors — the "culture house," six atoms of a sustainable organization, rituals, symbols, narratives, and Hofstede’s cultural attributes.

Day 2

• Exploring the role of founders, leaders, and teams in shaping culture: sources of managerial decisions and values.
• Managerial beliefs and biases as factors influencing culture: how strengths can become growth limitations.
• Identifying gaps between declared values and how they are manifested in processes, behaviors, and decisions.
• Working with individual values: analyzing personal test results, gathering feedback from colleagues, and reflecting on perception differences.
• Understanding how values are translated into culture.

Day 3

• Analyzing the “honest present” and envisioning the future: what aspects of the culture support the strategy and which ones hold it back?
• Defining the cultural PIN-code: what to preserve, what to nurture, what to eliminate, and what to realize for future development.
• Cultural layers in the integral approach: how personal, team, organizational, and societal levels interact.
• Diagnosing the “health” of the culture. Key indicators of a healthy organization. Who is responsible for it? Prevention and treatment.
• Reframing cultural assumptions: what we see as a problem, what constitutes real limitations, and what can be a foundation for moving toward the desired culture.

July 28–30

Day 1

• Identifying key "blind spots" in the perception of the current state of culture: individual and group diagnostics.
• Forming a vision of the desired culture: What culture do we need? What are its key elements? What rules govern it? What can become the anchor points on the way to change?
• Working with the culture transformation algorithm: the four stages of transition, typical challenges, and the internal pulse of change.
• Defining the starting point and the cultural evolution vector.

Day 2

• Moving to the desired state of culture: what stages and iterations does the organization go through, what challenges arise, and what can we rely on to make changes possible?
• Navigating change: How do we make the transition? Is a radical cultural reorganization possible, and how? What challenges lie ahead? What elements must be in place for the transition to begin in our organization? What cultural transformation elements can we start thinking about?
• Roles in change: what responsibilities does the owner, CEO, top team, HR, and team have — and how do they interact?
• What supports the progress of culture: rhythm, small steps, and organizational discipline.
• How to work with resistance: what to pay attention to, how to prepare the team for the process, who and when to involve.

Day 3

• Core culture and subcultures: How to build a managed system and maintain diversity.
• How culture integrates into processes (and vice versa): hard & soft approaches to change.
• Creating an individual transition map (road-map): what to rely on, where to start, what must happen.
• Final integration: Which management steps are important immediately after the program?