Strategy fails in the way people work.

Most value creation plans are sound on paper. They come apart in the operating norms — how decisions get made, what actually gets rewarded, which meetings matter, and what the organization does when the plan meets resistance.

Strategic Culture Design treats culture as an operating system to be built on purpose rather than a mood to be surveyed. We map the behaviours the thesis requires, find where the current system works against them, and redesign the incentives, rituals and decision rights that hold the gap in place.