We worked with Micro Focus before and during their acquisition of Hewlett Packard Enterprise to develop a global culture programme that brought together over 18,000 people to define their new cultural drivers. We gathered feedback from thousands of Micro Focus and Hewlett Packard Enterprise employees via a global culture survey. The objective of this initial phase was to benchmark each company’s perceived current culture. Analysis of this data revealed two companies with very different cultures but with clear areas of overlap.

We ran monthly pulse surveys to monitor people’s perceptions over time, sharing analysis and recommendations that highlighted risk areas and opportunities for quick wins.

Working directly with the CEO and leadership team we designed and facilitated a series of global surveys and events to involve everyone in helping to shape the new company’s culture. It was critical for us to create a cultural story that people could believe in and contribute to. Once we had listened to all employees we then worked with senior leaders to distil and develop a set of cultural drivers and behaviours that we could test. We asked employees across the world to challenge the sentiment and language. This enabled us to create a report which acted as a cultural manifesto for the business.

Our partnership with Micro Focus continues to keep the culture conversation alive. Equipping leaders and teams to understand how they can role model the behaviours which define culture in the new Micro Focus.