Skip to main content

Production, resources and infrastructure

Services, institutions and communities

What we know deeply

How we work with you

Production, resources and infrastructure
Large and multi-site organizations Forestry, wood and processing Construction
Services, institutions and communities
Health and social services Education Municipal, public and community sector
Organizational culture Cultural intelligence Leadership and management practices Onboarding, integration and retention Diversity strategy and governance
Skills development Diagnostic Conseils Speaking engagements Regional Roundtables International recruitment
Insights
About us
Contact
Français English
My account
Mosaïca training

Cultural DNA

Bring out the reference points that set the organization apart and translate them into observable behaviours.

Durations
4 h8 h16 h
Formats
In personOnline
Delivery
In-housePublic session
Request a proposal See the formats
A Mosaïca Conseils trainer in front of a group seated at round tables in a room with a fireplace and chandeliers, with an icebreaker exercise on the presentation screen.
Why this training exists

A culture that exists, but that no one has put into words

Teams use the same words without always giving them the same meaning.

We display our values Everyone gives them a different meaning Our decisions convey another culture

An organizational legacy is hard to name.

What is left of our origins in what we do today?

The same value is interpreted differently from one team to the next.

Is the word shared, or only repeated?

Growth dilutes ways of doing things.

What has to stay, while everything else changes?

Management decisions do not always reflect the stated values.

Is the culture people live the same as the culture that is stated?

This workshop builds the organization's cultural language; it replaces neither a culture diagnostic nor an engagement survey.

Objectives

What you will be able to do

By the end of the training, the group will be able to:

  1. Explore the company's history and understand its roots and influences.
  2. Co-create the strategic charter, including the purpose, the vision and the values.
  3. Bring out a first version of the cultural codes.
  4. Connect the cultural codes to expected behaviours.
  5. Support the alignment of teams with the organization's objectives and values.
Program
  1. Open up and build trust.Opening activity and review of the preparatory questionnaire.
  2. Explore the influences.How culture shapes strategy, and the historical and cultural influences at work.
  3. Co-create the strategic charter.Purpose, vision and values.
  4. Draft the cultural codes.A first version, to be validated collectively.
  5. Translate the codes into behaviours.What each code means concretely, day to day.
  6. Move to action.Action plan and next steps.

The 4 layers of cultural DNA

From the organization's history to the behaviours observable day to day.

Roots

Understand where you come from.

The company's history, its historical and cultural influences.

Intention

Name what you are aiming for.

The purpose, the vision and the values, co-created with a representative group.

Codes

Translate values into reference points.

A first architecture of cultural codes, specific to the organization.

Behaviours

Make the culture observable.

What each code means concretely in decisions, recognition and communication.

Included

The workshop produces a summary map of cultural reference points, validated collectively by the group.

Depth

Choose the depth

The same four layers. Three levels of depth, depending on your issue.

4 h

Understand

Bring out the roots, influences and values that deserve to be made explicit.

  • The company's history and roots
  • How culture shapes strategy
  • Timeline of founding moments
  • Value-and-behaviour matrix

Ideal for a first collective pass before going further.

8 h

Practise

Build a first cultural charter and codes tied to behaviours, with a representative group.

  • Co-creation of the purpose, vision and values
  • First draft of the cultural codes
  • Translation of the codes into expected behaviours
  • Charter co-creation workshop

Ideal for a representative group: leadership and HR leads.

16 h

Go deeper and transfer

Analyze the gaps between the stated culture and the culture people live, then prepare the rollout.

  • Gaps between the stated and lived culture
  • Testing the codes in management decisions
  • Behaviour framework
  • Rollout sheet

Ideal for organizations that want the DNA to live in their teams.

Understand Practise Go deeper

The teaching approach

Training you practise

The group does not stay in the audience: it co-creates the charter, tests the codes against real situations and formulates observable behaviours.

  1. Explore

    Retrace the organization's founding moments and influences.

  2. Co-create

    Build the purpose, the vision and the values together.

  3. Translate

    Turn cultural codes into expected behaviours.

  4. Test

    Set the reference points against real management decisions.

Timeline of founding moments Value-and-behaviour matrix Charter co-creation workshop Testing the codes against real situations Cross-analysis of real situations Lab for formulating expected behaviours

The reference points built — the timeline of influences, the cultural codes, the expected behaviours — are built from your organization's history and real situations.

Plan

Plan the training

For your organization

Training adapted to your context

Your history, your founding moments and your real situations are the raw material of the training.

Durations
4 h · 8 h · 16 h
Formats
In person · Online
Adaptation
To the organization's context
Request a proposal
Public session

Public calendar coming soon

Receive the next dates as soon as they are published.

Be notified of upcoming training

Not sure which format suits your group? Let's talk about your context.

Continue the journey Expertise: organizational culture Training: inclusive leadership Training catalogue