For leaders who need their organisation to step up a level, fast
Cultural energy is the invisible force that powers effective organisational change.
Change fails when people are not behind it. It could be a lack of clarity, a lack of motivation, a mismatch of expectations, no shared way of working. But mostly, it’s all of the above. We get to the heart of what makes your people tick, what’s getting in the way and how to boost your cultural energy.
When organisational energy levels are high, the day-to-day hums with positivity, focus and progress. Everyone knows what they need to get on with, and they get on with it. Motivated and working towards the same goal. You can feel it.
When energy levels are low, organisations are reduced to just about good-enough efficiency machines, feeble innovation and lacklustre performance. It feels like everything is brought into question. And everything is a problem. Your teams are fighting fires instead of hitting targets. You can feel it.
We help leaders who want greater momentum by boosting their organisation’s cultural energy. We do this by helping people intuitively understand, buy into, be motivated by and know how they contribute to the greater goal.
Why work with us
100 days
You want to see results sooner rather than later. We know how to move fast, not boil the ocean and set you and your team up for success in a time-bound intervention.
Codify + cultivate
Assumptions need to move from implicit to explicit, get things written down for shared understanding and mutual trust. Together we will develop clear behavioural principles and powerful interventions that turn behaviours into habits.
Take people with you
Change needs company. We take your people on the journey, for greater buy in, understanding and responsibility, for a culture change that sticks
The Cultural Energy Programme
Energy Indicators
Agree the metrics as a management tool for evaluating your cultural energy, diagnosing where to focus efforts, tracking momentum and adapting the programme over time.
Supernodes
Set up a functioning, engaged and intersectional team of internal Supernodes, with frontline insight, influence and agency, keeping a finger on the pulse and charging up energy levels across the workforce.
Culture Code
Codify ambition and behaviours into powerful and memorable language that captures the practical ways of working as a reciprocal agreement for all in the organisation.
Power Levers
Identify the rituals, lore and artefacts that will have a disproportionate impact on the culture needed for growth. Roadmap and kick start a few focused initiatives in a dramatic way.
Seeding Sessions
Session design and training for leaders and the Supernodes to take the cultural framework into the heart of the organisation, working through what it means for individuals and teams.
Measurement as a management tool: Culture15
We've teamed up with leading culture measurement platform, Culture15 to offer our clients a management tool that helps leaders keep a finger on their cultural pulse.
More than an engagement metric, Culture15 can measure the gap between your existing culture and your target culture across key behaviours, in specific teams, and at regular intervals.
Newly launched AI features that turn qualitative content into quantitative dashboards make for a more practical tool. Unlike other engagement platforms, Culture15 allows us to track practical behaviours in your organisation, rather than fleeting emotional states. This helps us test and learn from the initiatives for embedding and boosting your cultural energy.
Cultural Energy at work
EcoOnline is a risk management and ESG compliance Saas business. Backed by APAX private equity, we met them with a newly installed CEO Tom Goodmanson and gearing up for growth.
The core challenge: how to turn 14 companies across 3 regions into one high performing team?
"Something More Near were a breath of fresh air. Our people felt listened to, and actually enjoyed it! We now have the tools we need to make real change happen."
Saqi Sheikh
Chief People Officer, EcoOnline
Named as Restaurant Group of the Year 2023 and with a 160% increase in sites, Rosa’s Thai is one of the few success stories in the tough UK casual dining scene.
Backed by private investors, we met them with a relatively new management team in place, an original founder still involved and with big plans for growth.
The core challenge: How to reconcile the role of founder, management and staff for a new chapter in the business? How to evolve the operational culture to support business growth without losing what made it special and successful in the first place?
"This is probably the most successful thing we've ever done. We use it everyday, and our people still talk about it."
Gillian Lambden
People Director, Rosa’s Thai
London Museum CEO Sharon Ament wanted to use the move to a new venue in Smithfield as a catalyst for change internally. We were invited to co-create a new manifesto for the organisation with a renewed sense of purpose and its place in the world.
The core challenge: How to evolve the museum’s relevancy in a changed world and do this with the meaningful input of hundreds of Londoners and staff? How to energise staff about the step change in approach and articulate it for wider audiences?
"Bravo to Something More Near. This project shows what we should aspire to - when engagement is embedded
as a way of doing things throughout the organisation."
Sharon Ament,
Director, Museum of London
Francois Tausch, former CEO of Allianz Real Estate, wanted a cultural reset to better bring together the geographically spread and inter-generational teams of Europe's biggest property investor.
The core challenge: How to reconcile the role of founder, management and staff for a new chapter in the business? How to evolve the operational culture to support business growth without losing what made it special and successful in the first place?
Allianz Real Estate is now part of PIMCO and has over $80bn under management.
The challenge: how to arrive at and implement a shared philosophy and set of principles that can drive a shared proactive innovation culture? How to better connect commercial ambition with deeply held beliefs around behaviour and responsibility
"Something More Near expertly steered our leadership and senior employees through a process to embrace who we want to be and the positive impact we want to have on the world."
Claire Fraser, Global Head of Communications, Allianz Real Estate
Franca Manca is a UK pizza chain that has managed to keep its start-up spirit intact and grew from 40 to 100 pizzerias in 5 years. We met them just as they embarked on this chapter and worked for chairman David Page and his management team as they put in place the infrastructure needed to grow successfully. Franca Manca were bought by Japanese firm Toridoll in a £93m buyout in 2023.
The core challenge: how to grow the business whilst not losing what made the offer distinctive in the first place? How to develop and put in place the reciprocal principles and behaviours that would make this possible?
"Something More Near helped us codify and put in place some critical components of a winning culture"
Javed Akhtar, Managing Director, Franco Manca