Rebuilding Company Culture

This global engineering manufacturer had built a strong commercial track record — with over 1,000 employees across product innovation, on-site production, and international operations. But internally, cohesion was breaking down. As the company scaled, so did the gaps between leadership vision and frontline experience.

With manufacturing taking place on-site at their primary facility, the business relied on a highly diverse workforce — from skilled operators on the production line to operations managers and executive teams. Yet teams were pulling in different directions. Many operators lacked visibility on where the business was heading, how their work supported customers, or why strategic decisions were being made.

The disconnect showed up in town halls, engagement scores, and exit interviews. Frustration grew. And for a company where it took two years to fully train new operators, the risk of attrition wasn’t just cultural — it was commercial. Leadership recognised the need for a unifying narrative that could reconnect the business internally and rebuild a shared sense of purpose.

We began with a Brand360™ sprint, engaging leadership and frontline teams to uncover the internal misalignments behind morale challenges and narrative drift. Through cross-functional interviews — from senior executives to production floor operators — we mapped how the brand was perceived internally, what values resonated, and where clarity had broken down.

The findings formed the basis of an internal alignment report, which revealed critical disconnects between vision, culture, and communication. This helped the executive team see not only the perception gaps across teams, but also the organisational cost of misalignment.

To act quickly, we moved into a focused brand consulting engagement — designed to reset internal cohesion through sharp strategic outputs. We developed a unifying manifesto that tied the company’s 60-year heritage to its future ambitions, alongside clear messaging pillars that translated the vision into day-to-day meaning. These outputs equipped leaders, managers, and frontline teams with a shared story — rooted in purpose and reinforced by clarity.

The refreshed internal narrative helped rebuild trust and alignment across the organisation. Employees reported a stronger sense of connection to the company’s mission — with a clearer understanding of how their roles contributed to customer impact and long-term strategy. Cross-functional cohesion improved, morale lifted, and attrition risk decreased across frontline roles.

To extend the impact, we advised the marketing team to evolve their external materials — prioritising clear, human-centred customer stories that reflected the company’s purpose. Internally, a new monthly newsletter was launched to showcase recent client wins and initiatives — reinforcing the tangible outcomes of daily work. Executive leaders also shifted to bi-weekly company updates, replacing infrequent quarterly town halls, giving teams more visibility and shared momentum.

With a unifying narrative and practical communication systems now in place, the company is better equipped to scale with clarity — connecting its people, performance, and purpose.