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  • Writer's picturedragonfish

Culture Hack-a-thon: How to successfully activate and embed culture to enable real, genuine behaviour change.

We brought together a passionate community of people to collaborate on embedding and sustaining culture change in organisations.

With attendees from Mumbai to Manchester, Boston to Bournemouth, we loved the global feel of our Culture Hack-a-thon: How to successfully activate and embed culture to enable real, genuine behaviour change.

We kicked off our 2-hour session reviewing dragonfish’s 6 Culture Signatures that are evident in healthy, high-performing cultures:

  • Well-defined, aligned and embedded Vision, Purpose & Values

  • Customer centricity is a focus for culture

  • Customer connection for all, regardless of role

  • Meaningful work stems from role clarity and personal impact

  • Personal growth fuels fulfilment

  • Feeling trusted and valued positively impacts culture and performance

We considered the conditions of success for embedding and sustaining culture, and then set the groundwork for what makes a great hack-a-thon. Following that, we broke into groups to hack our way through the challenge: How to embed and sustain healthy and high-performing cultures in your organisations.

The hack-a-thon...

We began by defining the goal. What was it that our groups could pull on from their individual organisations to define what a healthy and high-performing culture would mean to them? What barriers were in place; what opportunities? How would their people feel once they had reached that goal? How would they feel, what might they do? What would we want them to know?

After defining the goal, we moved on to iteration.  What new activities, initiatives or solutions could help overcome the barriers, or ignite the opportunities? Then, how could these be prioritised? Through an impact & ease of implementation matrix, how could we boil down to a few key ideas?

With a solution defined, we refined our ideas to pitch back to the rest of the groups. What is our favourite idea, and who would it most benefit? How will that impact them? The organisation? How can we measure the idea to know it works? 

Interestingly - and to our great delight! - all three of our groups pitched very different ideas. And what does that tell us? 

  • There are so many golden threads of barriers and opportunities across organisations that may be - on the surface, at least - very different. 

  • There are so many exciting ways in which to embed and sustain culture at organisations. 

  • Collaboration to solve culture challenges is key. 

  • Ultimately, when it comes to culture, everyone is an active ingredient. 


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