Discuss your culture prioritiesEvidence of culture change
When culture becomes
visible, progress
becomes measurable.
Four organisations. Four very different challenges. Each used the UGRs Stock Take to establish an honest baseline and make culture—and progress—visible.
Every culture measure improved
Regional government7/7Every culture measure improved
African manufacturing27% → 78%People keeping commitments
Major retailer200+stores with strongly positive results
Financial services · 12-month comparison
From disconnection to measurable movement.
A 1,000-person financial services organisation was seeing disconnection from its strategy, declining accountability and increasing attrition. Leaders needed to understand the culture employees were actually experiencing.
The first Stock Take exposed the patterns affecting accountability, empowerment, relationships, innovation and results. The evidence helped shape a focused 12-month culture program.
Every measure moved in the desired direction, demonstrating broad change rather than an isolated improvement.
Regional government · 2024–2026
Rebuilding trust after a turbulent past.
A regional Australian council had experienced repeated leadership changes, serious governance concerns and a deeply distressing incident. Trust had been damaged and employees needed greater confidence in fairness, honesty and accountability.
The Stock Take provided an evidence-based baseline and identified the cultural issues requiring leadership attention. A repeat assessment showed meaningful progress while keeping unresolved concerns visible.
Trust, support, integrity, collaboration and safety improved. Accountability also strengthened, but remained the clearest priority for further work.
African manufacturing · repeat comparison
From uneven follow-through to stronger performance.
An African manufacturing organisation needed to strengthen accountability, integrity and performance. Too many employees experienced a culture in which commitments were not reliably kept and management behaviour was inconsistent.
The Stock Take established a clear baseline across six critical culture measures. A repeat assessment showed broad improvement and revealed where stronger leadership attention was still required.
All six measures improved. The strongest movement was in follow-through and results orientation, while the findings kept management consistency visible as a continuing priority.
Major Australian retailer · Culture at scale
A positive culture across more than 200 stores.
The Stock Take began by making Support Office culture visible. Continued work extended the process across the store network, revealing strongly positive experiences across the moments that shape everyday retail culture.
Positive culture across key moments
Average positive responses across regions
Every cultural lead-in produced a majority-positive result. The strongest outcomes showed a store culture characterised by support, safety and positive treatment.
What the evidence shows
The Stock Take does not assume culture has changed. It gives leaders a way to see whether people’s lived experience is actually moving.Explore the UGRs Stock Take ↗
Begin with understanding
What is your culture
really telling people?
Start a conversation with Steve Simpson and Stef du Plessis about the culture your organisation needs.
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