culture-architect

name	culture-architect
description	Build, measure, and evolve company culture as operational behavior, not wall posters. Use when building company values, assessing culture health, designing rituals, creating culture codes, or handling culture clashes.
license	MIT + Commons Clause
metadata	{"version":"2.0.0","author":"borghei","category":"c-level","domain":"culture-leadership","updated":"2026-03-09T00:00:00.000Z","frameworks":["culture-playbook","culture-code-template","values-to-behaviors","culture-health-assessment","ritual-design","culture-debt-framework"],"triggers":["culture","company culture","values","mission","vision","culture code","cultural rituals","culture health","values-to-behaviors","founder culture","culture debt","value-washing","culture assessment","culture survey","psychological safety","culture scaling","engagement","eNPS","remote culture","hybrid culture","culture clash","M&A culture","employer brand"]}

Culture Architect

Culture is what you DO, not what you SAY. This skill builds culture as an operational system -- observable behaviors, measurable health, and rituals that scale from 5 people to 500.

Keywords

culture, company culture, values, mission, vision, culture code, cultural rituals, culture health, values-to-behaviors, founder culture, culture debt, value-washing, culture assessment, culture survey, psychological safety, culture scaling, engagement, eNPS, remote culture, hybrid culture, culture clash, employer brand, onboarding culture, performance culture, recognition

---

Core Principle

Culture = (What you reward) + (What you tolerate) + (What you celebrate)

If your values say "transparency" but you punish bearers of bad news, your real value is "optics." Culture is not aspirational. It is descriptive. The work is closing the gap between stated and actual.

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Clarify First

Before generating, confirm these inputs. If any is unknown or vague, ASK — do not assume:

• Which deliverable is needed (values + behaviors, culture code, health survey, ritual calendar, culture-debt audit, or M&A integration) — each has its own template
• Company stage and headcount — rituals and transmission mechanisms that work at 15 people break at 150; the ritual matrix is stage-keyed
• What is actually rewarded, tolerated, and celebrated today — culture is descriptive, not aspirational; without the honest current state you produce wall-poster platitudes
• Work model (in-person, remote, hybrid) — determines which operating principles and meeting rules apply

Stop rule: ask only the 2-3 that most change the output. If the user says "just draft it," proceed and list your assumptions at the top of the artifact.

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Culture Diagnostic Decision Tree

START: "How is our culture?"
  |
  v
[Run the Values Audit]
  Ask: "What did the last person who got promoted demonstrate?"
  |
  +-- Answer matches stated values --> Values are real. Check transmission.
  |     |
  |     v
  |   [Can a 30-day employee describe the culture accurately?]
  |     +-- YES --> Culture is operational. Maintain and evolve.
  |     +-- NO  --> Transmission gap. Fix onboarding and rituals.
  |
  +-- Answer differs from stated values --> Values are performative.
        |
        v
      [Do leaders model the real (non-stated) values?]
        +-- YES --> Rewrite values to match reality, then iterate.
        +-- NO  --> Deeper problem: no coherent culture exists. Build from scratch.

---

Framework 1: Mission / Vision / Values Workshop

Mission (Why We Exist)

Element	Test	Example
Present-tense	Is it about what we do now, not what we aspire to?	"We reduce preventable falls in elderly care"
Specific	Could a competitor claim the exact same thing? If yes, too generic.	Not "We make the world better"
Meaningful	Would something be lost if we disappeared?	Answer must be concrete

Vision (What Winning Looks Like)

Quality	Bad	Good
Specificity	"Be the market leader"	"Every care home in Europe uses our system by 2030"
Falsifiability	"Transform healthcare"	"Reduce fall-related injuries by 50% in partner facilities"
Timeline	No date	5-10 year horizon with milestones

Values (What We Actually Do)

Rule	Explanation
3-5 values maximum	More than 5 and none are memorable
Derived from observation	"What did our best hire do that nobody asked?"
Each has behavioral anchors	Specific enough to judge against
Include the tension	Good values have a cost ("Speed" means "we accept some risk")

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Framework 2: Values-to-Behaviors Translation

This is the work that makes values operational. Every value needs concrete behavioral anchors.

Value	Vague Version	Behavioral Anchor	How You'd Observe It
Transparency	"We're open and honest"	"We share bad news within 24 hours, including to our manager"	Bad news travels fast, no surprises
Ownership	"We take responsibility"	"We don't hand off problems -- we own until resolved, even across team boundaries"	No orphaned issues
Speed	"We move fast"	"Decisions under $5K happen at team level, same day"	Low decision latency
Quality	"We don't cut corners"	"We stop the line before shipping something we're not proud of"	Teams delay launches for quality
Customer-first	"Customers are our priority"	"Any team member can escalate a customer issue to leadership, bypassing normal channels"	Escalation is celebrated, not punished

Translation Workshop (90 minutes)

For each value:
  Step 1: State the value in 2-3 words
  Step 2: Ask "How would a new hire know we live this on day 30?"
  Step 3: Write 3 observable behaviors that prove this value
  Step 4: Write 3 behaviors that violate this value
  Step 5: Ask "What does this value cost us? What's the trade-off?"
  Step 6: If no trade-off exists, it's not a value -- it's a platitude

Output: Value card with behaviors, violations, and trade-offs

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Framework 3: Culture Code Creation

A culture code is a public document that describes how you operate. It should attract the right people and repel the wrong ones.

Culture Code Structure

Section	Purpose	Key Question
1. Who We Are	Mission, context, stage	"Why does this company exist?"
2. Who Thrives Here	Specific behaviors, not adjectives	"What does success look like day-to-day?"
3. Who Doesn't Thrive Here	Honest misfit description	"When have we made a bad hire? What was the pattern?"
4. How We Make Decisions	Decision rights, speed expectations	"Who can decide what, and how fast?"
5. How We Communicate	Channels, cadence, expectations	"What can I expect in response time and transparency?"
6. How We Grow People	Career development, feedback	"What's my path here?"
7. What We Expect of Leaders	Leadership behaviors	"How should managers behave?"

Culture Code Anti-Patterns

Anti-Pattern	Why It Fails	Better Alternative
"We're a family"	Families don't fire for performance	"We're a high-performing team that cares about each other"
Only positive traits	Not credible, doesn't help people self-select	Include "who doesn't thrive here" section
Aspirational, not descriptive	Creates cynicism when reality differs	Describe what IS, then iterate
Too long (> 15 pages)	Nobody reads it	Keep to 5-8 pages, link to details
Never updated	Becomes irrelevant as company scales	Review annually, update at each stage

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Framework 4: Culture Health Assessment

Run quarterly. Anonymous. 8-12 questions maximum.

Core Assessment Dimensions

Dimension	Question Example	What It Measures
Psychological safety	"I can raise a concern without fear of negative consequences"	Trust in the system
Clarity	"I know how my work connects to company goals"	Strategic alignment
Fairness	"Decisions here are made consistently and transparently"	Trust in leadership
Growth	"I am learning and being challenged here"	Development opportunity
Trust in leadership	"I believe what leadership tells me"	Communication credibility
Recognition	"Good work is noticed and acknowledged"	Reward system health
Belonging	"I feel like I belong on this team"	Inclusion effectiveness
Autonomy	"I have enough freedom to do my best work"	Micromanagement detection

Score Interpretation and Response

Score Range	Status	Action Required	Timeline
80-100%	Healthy	Document what works, celebrate, share practices	Maintain
65-79%	Warning	Identify specific friction points, address top 2-3	30 days
50-64%	Damaged	Leadership attention required, specific interventions	14 days
< 50%	Crisis	All-hands intervention, external facilitation may be needed	Immediate

eNPS Integration

eNPS Question: "On a scale of 0-10, how likely are you to recommend
this company as a place to work?"

Promoters (9-10)    - Detractors (0-6)   = eNPS
-----------------------------------------
> 50  = Exceptional
30-50 = Good
10-30 = Acceptable
0-10  = Concerning
< 0   = Crisis

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Framework 5: Cultural Rituals by Stage

Rituals are the delivery mechanism for culture. What works at 10 people breaks at 100.

Ritual Matrix

Stage	Team Size	Key Rituals	Culture Risk
Seed	< 15	Weekly all-hands (30 min), monthly retro, default transparency	Culture by osmosis -- works but won't scale
Early Growth	15-50	Quarterly culture survey, onboarding buddy, recognition program, leader office hours	First transmission failures appear
Scaling	50-200	Culture committee (peer-driven), values-based reviews, manager training, dept + company all-hands	Subcultures form, drift begins
Large	200+	Annual culture plan with KPIs, internal NPS, subculture management, culture integration for M&A	Culture becomes fragile without systems

Ritual Design Template

Element	Description
Name	Clear, memorable name for the ritual
Purpose	Which value does this reinforce?
Frequency	Weekly, monthly, quarterly, annual
Duration	Time commitment (shorter is better)
Participants	Who is involved, who leads
Format	In-person, remote, hybrid
Measurement	How do you know it's working?
Sunset criteria	When should this ritual be retired?

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Framework 6: Culture Debt

Culture debt accumulates like technical debt: small compromises that compound.

Culture Debt Inventory

Debt Type	Example	Cost	Fix Difficulty
Tolerated bad behavior	Star performer who is toxic	Team morale, attrition	High (requires confrontation)
Stale values	Values from founding team, never updated	Cynicism, disengagement	Medium (requires workshop)
Missing rituals	No recognition system, no all-hands	Low cohesion, isolation	Low (design and implement)
Inconsistent enforcement	Some people held to standards, others not	Trust erosion, unfairness	High (requires consistency)
Osmosis-only transmission	No onboarding for culture, just happens	New hires don't get it	Medium (design onboarding)

Culture Debt Decision Tree

START: Culture debt identified
  |
  v
[Is it actively causing harm?]
  |
  +-- YES --> [Is the cost of fixing it < cost of keeping it?]
  |            |
  |            +-- YES --> Fix immediately. This week.
  |            +-- NO  --> Fix within 30 days. Plan the transition.
  |
  +-- NO  --> [Will it compound if ignored for 6 months?]
              |
              +-- YES --> Schedule fix within 90 days
              +-- NO  --> Document and monitor quarterly

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Remote and Hybrid Culture

Remote Culture Operating Principles

Principle	Implementation
Default to async	Write first, meet only when needed
Intentional social	Regular non-work social time (weekly)
Over-communicate decisions	Document reasoning, share broadly
Equal access	Remote participants get equal voice in hybrid meetings
Visible work	Regular updates so work is seen without surveillance

Hybrid Meeting Rules

Rule	Rationale
If one person is remote, everyone joins individually	Prevents room-vs-screen dynamic
Camera-optional for working sessions	Reduces fatigue
Shared document for all meetings	Creates equal participation
Record meetings with decisions	Timezone inclusion
No hallway decisions on hybrid days	Excludes remote team members

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Red Flags

• Values posted on wall, never referenced in reviews or decisions
• Star performers protected from cultural standards -- destroys credibility
• Leaders who "don't have time" for culture rituals -- signals culture isn't a priority
• New hires feel culture is "different than advertised" -- culture code is fiction
• No mechanism to raise cultural concerns safely -- problems go underground
• Culture survey results not shared with team -- breeds distrust
• Same values for 5+ years despite major scaling -- values are stale
• Founders exempt from cultural norms -- "do as I say, not as I do"
• No consequences for value violations -- values are suggestions, not standards
• Culture committee is all HR, no peers -- becomes compliance, not culture

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Integration with C-Suite

When...	Culture Architect Works With...	To...
Hiring surge	CHRO (chro-advisor)	Ensure culture fit is measured, not guessed
Org restructure	COO + CEO	Manage culture disruption from structure change
M&A or partnership	CEO + COO	Detect and resolve culture clashes early
Performance issues	CHRO	Separate culture misfit from skill deficit
Strategy pivot	CEO (ceo-advisor)	Update values that the pivot makes obsolete
Rapid growth	All C-suite	Scale rituals before culture dilutes
Change rollout	Change Management (change-management)	Cultural dimension of change
Operating system design	Company OS (company-os)	Culture rituals in the meeting pulse
Founder evolution	Founder Coach (founder-coach)	Leadership style impact on culture

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Proactive Triggers

• eNPS declining 2+ quarters -- investigate root cause before it becomes attrition
• Rapid hiring (> 30% headcount growth in a quarter) -- culture transmission at risk
• M&A announced -- culture integration plan needed immediately
• Star performer exhibiting toxic behavior -- address within 1 week or culture debt compounds
• Values haven't been reviewed in 2+ years -- schedule values refresh workshop
• Remote team growing without intentional culture design -- isolation and drift risk
• Exit interviews mention "culture" as departure reason -- pattern analysis needed

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Output Artifacts

Request	Deliverable
"Build our values"	Values workshop facilitation guide + values cards with behaviors
"Create a culture code"	Culture code document (5-8 pages) with all 7 sections
"Assess our culture health"	Survey design, score interpretation, action plan
"Design cultural rituals"	Ritual calendar by stage with design templates
"Audit culture debt"	Debt inventory with priority, cost, and fix plan
"Remote culture strategy"	Operating principles, tools, rituals for distributed teams
"M&A culture integration"	Culture comparison matrix, clash risk map, integration timeline

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Tool Reference

1. culture_survey_analyzer.py

Analyzes culture health survey results across 8 dimensions (psychological safety, clarity, fairness, growth, trust, recognition, belonging, autonomy). Calculates dimension scores, overall health rating, identifies strengths and risks, and generates action recommendations.

python scripts/culture_survey_analyzer.py --input survey_data.json --json
python scripts/culture_survey_analyzer.py --input survey_data.json

Flag	Type	Description
--input	required	Path to JSON file with survey responses (dimension scores per respondent, optional department/tenure metadata)
--json	optional	Output in JSON format instead of human-readable text

2. values_alignment_scorer.py

Scores alignment between stated values and observed behaviors using the Competing Values Framework quadrants (Clan, Adhocracy, Market, Hierarchy). Detects gaps between current and desired culture, identifies value-washing risks, and recommends alignment actions.

python scripts/values_alignment_scorer.py --input values_data.json --json
python scripts/values_alignment_scorer.py --input values_data.json

Flag	Type	Description
--input	required	Path to JSON file with stated values, behavioral evidence scores, and optional CVF quadrant assessments
--json	optional	Output in JSON format instead of human-readable text

3. engagement_tracker.py

Tracks employee engagement metrics over time including eNPS, survey scores, participation rates, and retention correlation. Detects trends, flags declining dimensions, and generates quarterly engagement reports.

python scripts/engagement_tracker.py --input engagement_data.json --json
python scripts/engagement_tracker.py --input engagement_data.json

Flag	Type	Description
--input	required	Path to JSON file with periodic engagement data (eNPS scores, survey results, participation rates, optional attrition data)
--json	optional	Output in JSON format instead of human-readable text

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Troubleshooting

Problem	Likely Cause	Resolution
Values posted on wall but never referenced in decisions	Values created as aspirational exercise, not operational tool	Run values-to-behaviors workshop; tie values to performance reviews, hiring rubrics, and recognition
Culture survey scores declining quarter-over-quarter	Underlying issue not addressed after previous survey	Analyze by dimension to isolate the declining area; share results transparently; commit to specific actions with deadlines
Star performer protected from cultural standards	Leadership avoidance or fear of losing output	Address within 1 week; culture debt compounds daily; document impact on team morale and attrition
New hires say culture is "different than advertised"	Culture code describes aspiration, not reality	Rewrite culture code to describe what IS; include "who doesn't thrive here" section honestly
eNPS declining but leadership claims culture is strong	Leadership disconnected from frontline experience; survey results not shared	Share survey results with full team; conduct skip-level conversations; address top 2 detractor themes
Remote team members feel excluded from culture	Rituals designed for in-person only; hallway decisions on hybrid days	Apply Remote Culture Operating Principles; redesign rituals for hybrid; enforce "if one remote, all remote" meeting rule
Culture committee produces no measurable impact	Committee is all HR, no peers; no decision authority or budget	Reconstitute with peer representatives; grant budget and decision authority; set quarterly culture OKRs

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Success Criteria

• Culture health score above 70% across all 8 assessment dimensions
• eNPS above 30 (Good) sustained across 4 consecutive quarters
• Values-to-behaviors translation completed for all stated values with observable anchors
• 30-day employees can accurately describe the culture without prompting
• Culture debt inventory reviewed quarterly with no "Critical" items unaddressed for more than 30 days
• Survey participation rate above 80% indicating trust in the feedback process
• Zero cultural standard exceptions for high performers (no "brilliant jerk" tolerance)

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Scope & Limitations

In scope: Mission/vision/values workshop facilitation, values-to-behaviors translation, culture code creation, culture health assessment (8-dimension survey, eNPS), cultural rituals design by company stage, culture debt identification and management, remote/hybrid culture operating principles, M&A culture integration planning, and Competing Values Framework assessment.

Out of scope: HR policy creation (use hr-operations/), compensation and benefits design (use chro-advisor), DEI program management, employee relations and conflict resolution, performance management system design, and organizational restructuring (use coo-advisor). Tools analyze survey and engagement data; continuous culture monitoring requires integration with HR platforms.

Limitations: Culture assessment depends on honest survey responses; low participation rates (<50%) or fear of retaliation invalidate results. The Competing Values Framework provides a useful map but oversimplifies the complexity of real organizational culture. Culture change is slow (12-24 months for meaningful shifts); tools measure progress but cannot accelerate the human change process. M&A culture integration assessments are predictive, not deterministic.

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Integration Points

• chro-advisor -- Hiring for culture fit, performance reviews tied to values, attrition analysis linked to culture health
• ceo-advisor -- Culture strategy aligns with company vision; values refresh tied to strategic pivots
• coo-advisor -- Culture rituals embedded in operating rhythm; org restructures assessed for culture impact
• change-management -- Cultural dimension of any major change initiative; resistance patterns mapped to culture type
• founder-coach -- Leadership style impact on culture; founder behavior modeling assessed against stated values
• company-os -- Culture rituals integrated into the organizational operating system meeting cadence