Abstract Objectives/Scope This paper explores how building cultural transformation capacity in leaders is critical to evolving corporate culture and enabling the successful delivery of strategy—especially within diverse and complex energy environments. It addresses: Methods, Procedures, Process The company adopted a phased Assess–Build–Sustain model and incorporated inspiration from Otto Scharmer's Theory U: Results, Observations, Conclusions The programme has engaged over 7,000 employees and contributed to strengthening cultural alignment across the business. Early challenges, including timing overlaps with other major organizational shifts, highlighted the importance of sequencing, role clarity, and visible leadership ownership. Adjustments to ensure cultural efforts are linked to business-critical pain points (e.g., production, safety, cost) have enhanced relevance and traction. Key lessons include: transformation must be owned, not outsourced; language matters; and evolving culture is not linear—it requires listening, learning, and iterating continuously. Novel/Additive Information This paper offers a replicable model for transitioning from externally led to internally owned culture transformation—by equipping leaders, not just change agents, with the tools and ownership to embed lasting behavior change. It shows how cultural competency can become a strategic lever for business performance in complex, high-stakes environments.
Oelofse et al. (Mon,) studied this question.