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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.
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| 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 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.
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
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.
Before generating, confirm these inputs. If any is unknown or vague, ASK — do not assume:
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.
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.
| 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 |
| 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 |
| 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") |
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 |
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
A culture code is a public document that describes how you operate. It should attract the right people and repel the wrong ones.
| 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?" |
| 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 |
Run quarterly. Anonymous. 8-12 questions maximum.
| 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 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 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
Rituals are the delivery mechanism for culture. What works at 10 people breaks at 100.
| 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 |
| 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? |
Culture debt accumulates like technical debt: small compromises that compound.
| 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) |
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
| 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 |
| 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 |
| 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 |
| 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 |
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 |
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 |
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 |
| 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 |
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.