Temporall designs, measures and delivers the ROI of Culture

At Temporall, we are experts on the ROI of Culture: the correlation between culture and individual and organisational performance.

Who are we?

Temporall has been founded by industry experts and creative thinkers who believe in the power of organisational culture. We have extensive experience gained from working at leading global companies including Google, Microsoft, Cisco, 3M, Bain, and the London Business School.

“What I like most about working with Temporall is how they work. They don’t simply stand to one side and offer counsel or work independently of the team – they get involved in the work, making sure they are additive to the internal team, and helping them succeed” - Financial Services Client

Companies today recognise the critical role that organisational culture has in delivering business performance yet fail to determine how to design, nurture and measure its impact.

At Temporall, we are experts on the ROI of Culture: the correlation between culture and individual and organisational performance.

Working with our team of industry experts, academics and data, Temporall has benchmarked outstanding company performance in correlation with designed, top down organisational culture. This benchmark analyses and produces your Culture Performance Score. It breaks down fuzzy culture into concrete, actionable insights to best deliver your ROI of Culture.

Utilising Temporall’s Culture Workbench and in collaboration with our Advisory experts, Temporall examines your People, Leadership, Organisation and Technology simultaneously to identify the gaps of where you are and where you want to be for outstanding organisational performance.

Research shows that companies that have embraced the ROI of Culture have:

High Productivity, High Revenue, High Income, High Quality of Hiring, Low Attrition & Engaged Employees
They are innovative and systemically adaptive

We look forward to hearing from you on how we can help close the gap from where your company is and where you want it to be.

High Productivity,
High Revenue,
High Income,
High Quality of Hiring,
Low Attrition & Engaged Employees

They are innovative and systemically adaptive

We look forward to hearing from you on how we can help close the gap from where your company is and where you want it to be.

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Temporall designs, measures and delivers the ROI of Culture

Culture is a strategy that executives need to design, measure and deliver to increase individual and organisational performance. Companies continue to invest in technology to drive change and deliver value when they need to increase focus on their culture and people. At Temporall, we are experts on the ROI of Culture: the correlation between culture and individual and organisational performance.

Company culture is extremely misunderstood: many organisations have a culture yet it’s undefined or un-owned and not seen as a core business strategy.

Even when a company has defined critical values and behaviours, unless they are reinforced in processes, systems and flow throughout all functions and levels of the business, then culture is unlikely to support outstanding and sustained business performance. 24% of employees strongly agree that members of their leadership are not aware of the impact their behaviour has on the company, though the leadership’s team ability to affect positive cultural change is profound.

In many of today’s organisations, culture tends to sit within three styles: when it’s perceived as ‘Somebody’s’, ‘Theirs’ or ‘Ours.’

SOMEBODY'S

This occurs in organisations where employees believe there is a company culture but don’t understand who owns it, why it exists or how it adds strategic value. Typically, such organisations may have a set of published values, but are not necessarily reflected in employee’s every day habits and behaviours. Too often we hear companies citing long and confusing company values that their employees are expected to remember and demonstrate. This style of culture is not integrated into the processes or systems of the organisation, it is not leveraged as a source of uniqueness to attract talent or as a competitive differentiator.

THEIRS

Most often culture is owned and the responsibility of Human Resources. The term 'culture' is frequently associated with perks, compensation or payroll, rather than being a board strategy. Employees may be diverted to HR internal sites to understand their organisational values or HR initiatives, thus reinforcing that Human Resources are the custodians of their organisation’s culture. Employees may participate in internal change but will often do so within the framework of Human Resources rather than feeling empowered to self-direct, adjust and influence on a broader scale.

OURS

In less than 5% of organisations, culture is a strategy; it is owned and shaped by all employees who are hired for their cultural fit, their potential and performance. It is exampled by leaders and managers through their everyday decisions and actions reinforcing specific desired values and behaviours. These organisations have culture integrated into the fabric of their processes and systems, and technology is used to support and embed culture into everyday work.

Employees feel empowered, motivated and responsible for participating in and upholding these values. They understand and appreciate that culture must be designed to develop employees and an organisation that is inherently adaptive, externally focused and can absorb and thrive under continuous change.

The Culture Workbench

We help move our client’s organisations into a culture of ‘Ours’, to drive business results and maximise their ROI of Culture.

The Culture Workbench helps:

  • Identify which style of organisational shape you are presently operating in, then indexing and benchmarking your company against People, Leadership, Organisation and Technology attributes.
  • Capturing your Culture Performance Indicators such as Revenue per Employee, Profit per Employee, Attrition cost, Employee engagement metrics, Diversity, as well as core company financial performance.
  • Suggests actionable interventions from our Executive Advisors and Expert Practitioners.
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“The idea that the CFO should be purely obsessed with numbers is Jurassic thinking. The numbers will always follow a compelling strategy executed by great people. Unlocking the untapped potential of your staff is the Temporall way” - Financial Services Client

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