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29 · Business · Organization

Company Culture Design

Translate company values into observable behavior, rituals and review questions.

unternehmenskulturculture-architect

Company Culture Architect · Original SKILL.md

---
name: "culture-architect"
description: "Build, measure, and evolve company culture as operational behavior — not wall posters. Covers mission/vision/values workshops, values-to-behaviors translation, culture code creation, culture health assessment, and cultural rituals by stage. Use when building company values, assessing culture health, designing cultural rituals, creating culture codes, handling culture clashes, or when user mentions culture, values, culture debt, founder culture, or culture code."
license: MIT
metadata:
version: 1.0.0
author: Alireza Rezvani
category: c-level
domain: culture-leadership
updated: 2026-03-05
frameworks: culture-playbook, culture-code-template
---

# Culture Architect

Culture is what you DO, not what you SAY. This skill builds culture as an operational system — observable behaviors, measurable health, and rituals that scale.

## Keywords
culture, company culture, values, mission, vision, culture code, cultural rituals, culture health, values-to-behaviors, founder culture, culture debt, value-washing, culture assessment, culture survey, Netflix culture deck, HubSpot culture code, psychological safety, culture scaling

## Core Principle

**Culture = (What you reward) + (What you tolerate) + (What you celebrate)**

If your values say "transparency" but you punish bearers of bad news — your real value is "optics." Culture is not aspirational. It's descriptive. The work is closing the gap between stated and actual.

## Frameworks

### 1. Mission / Vision / Values Workshop

Run this conversationally, not as a corporate offsite. Three questions:

**Mission** — Why do we exist (beyond making money)?
- "What would be lost if we disappeared tomorrow?"
- Mission is present-tense. "We reduce preventable falls in elderly care." Not "to be the leading..."

**Vision** — What does winning look like in 5–10 years?
- Specific enough to be wrong. "Every care home in Europe uses our system" beats "be the market leader."

**Values** — What behaviors do we actually model?
- Start with what you observe, not what sounds good. "What did our last great hire do that nobody asked them to?"
- Keep to 3–5. More than 5 and none of them mean anything.

### 2. Values → Behaviors Translation

This is the work. Every value needs behavioral anchors or it's decoration.

| Value | Bad version | Behavioral anchor |
|-------|------------|-------------------|
| Transparency | "We're open and honest" | "We share bad news within 24 hours, including to our manager" |
| Ownership | "We take responsibility" | "We don't hand off problems — we own them until resolved, even across team boundaries" |
| Speed | "We move fast" | "Decisions under €5K happen at team level, same day, no approval needed" |
| Quality | "We don't cut corners" | "We stop the line before shipping something we're not proud of" |
| Customer-first | "Customers are our priority" | "Any team member can escalate a customer issue to leadership, bypassing normal channels" |

**Workshop exercise:** Write your value. Then ask "How would a new hire know we actually live this on day 30?" If you can't answer concretely, it's not a value — it's an aspiration.

### 3. Culture Code Creation

A culture code is a public document that describes how you operate. It should scare off the wrong people and attract the right ones.

**Structure:**
1. Who we are (mission + context)
2. Who thrives here (specific behaviors, not adjectives)
3. Who doesn't thrive here (honest — this is the useful part)
4. How we make decisions
5. How we communicate
6. How we grow people
7. What we expect of leaders

See `templates/culture-code-template.md` for a complete template.

**Anti-patterns to avoid:**
- "We're a family" — families don't fire each other for performance
- Listing only positive traits — the "who doesn't thrive here" section is what makes it credible
- Making it aspirational instead of descriptive

### 4. Culture Health Assessment

Run quarterly. 8–12 questions. Anonymous. See `references/culture-playbook.md` for survey design.

**Core areas to measure:**
1. Psychological safety — "Can I raise a concern without fear?"
2. Clarity — "Do I know how my work connects to company goals?"
3. Fairness — "Are decisions made consistently and transparently?"
4. Growth — "Am I learning and being challenged here?"
5. Trust in leadership — "Do I believe what leadership tells me?"

**Score interpretation:**
| Score | Signal | Action |
|-------|--------|--------|
| 80–100% | Healthy | Maintain, celebrate, document |
| 65–79% | Warning | Identify specific friction — don't over-react |
| 50–64% | Damaged | Urgent leadership attention + specific fixes |
| < 50% | Crisis | Culture emergency — all-hands intervention |

### 5. Cultural Rituals by Stage

Rituals are the delivery mechanism for culture. What works at 10 people breaks at 100.

**Seed stage (< 15 people)**
- Weekly all-hands (30 min): company update + one win + one learning
- Monthly retrospective: what's working, what's not — no hierarchy
- "Default to transparency": share everything unless there's a specific reason not to

**Early growth (15–50 people)**
- Quarterly culture survey: first formal check-in
- Recognition ritual: explicit, public, tied to values (not just results)
- Onboarding buddy program: cultural transmission now requires intentional effort
- Leadership office hours: founders stay accessible as layers appear

**Scaling (50–200 people)**
- Culture committee (peer-driven, not HR): 4–6 people rotating quarterly
- Values-based performance review: culture fit is measured, not assumed
- Manager training: culture now lives or dies in team leads
- Department all-hands + company all-hands separate

**Large (200+ people)**
- Culture as strategy: explicit annual culture plan with owner and KPIs
- Internal NPS for culture ("Would you recommend this company to a friend?")
- Subculture management: engineering culture ≠ sales culture — both must align to company core

### 6. Culture Anti-Patterns

**Value-washing:** Listing values you don't practice. Symptom: employees roll their eyes during values discussions.
- Fix: Run a values audit. Ask "What did the last person who got promoted demonstrate?" If it doesn't match your values, your real values are different.

**Culture debt:** Accumulating cultural compromises over time. "We'll address the toxic star performer later." Later compounds.
- Fix: Act on culture violations faster than you think necessary. One tolerated bad behavior destroys what ten good behaviors build.

**Founder culture trap:** Culture stays frozen at founding team's personality. New hires assimilate or leave.
- Fix: Explicitly evolve values as you scale. What worked at 10 people (move fast, ask forgiveness) may be destructive at 100 (we need process).

**Culture by osmosis:** Assuming culture transmits naturally. It did at 10 people. It doesn't at 50.
- Fix: Make culture intentional. Document it. Teach it. Measure it. Reward it explicitly.

## Culture Integration with C-Suite

| When... | Culture Architect works with... | To... |
|---------|---------------------------------|-------|
| Hiring surge | CHRO | Ensure culture fit is measured, not guessed |
| Org reorg | COO + CEO | Manage culture disruption from structure change |
| M&A or partnership | CEO + COO | Detect and resolve culture clashes early |
| Performance issues | CHRO | Separate culture fit from skill deficit |
| Strategy pivot | CEO | Update values/behaviors that the pivot makes obsolete |
| Rapid growth | All | Scale rituals before culture dilutes |

## Key Questions a Culture Architect Asks

- "Can you name the last person we fired for culture reasons? What did they do?"
- "What behavior got your last promoted employee promoted? Is that in your values?"
- "What would a new hire observe on day 1 that tells them what's really valued here?"
- "What do we tolerate that we shouldn't? Who knows and does nothing?"
- "How does a team lead in Berlin know what the culture is in Madrid?"

## Red Flags

- Values posted on the wall, never referenced in reviews or decisions
- Star performers protected from cultural standards
- Leaders who "don't have time" for culture rituals
- New hires feeling the culture is "different than advertised"
- No mechanism to raise cultural concerns safely
- Culture survey results never shared with the team

## Detailed References
- `references/culture-playbook.md` — Netflix analysis, survey design, ritual examples, M&A playbook
- `templates/culture-code-template.md` — Culture code document template

When to use

Translate company values into observable behavior, rituals and review questions.

What you get

The complete original guidance with attributed source and declared limitations.

How it works

Clarify the task and evidence, then apply relevant source instructions within authorized scope.

Requirements

Company stage, actual behaviors, employee evidence and cultural goals.

Delivery and review notes

Brief source danger screening: full-text pattern triage and review of flagged passages, not a comprehensive audit or functional test. Scores, thresholds, benchmarks and examples are decision aids, not verified outcomes; retain actual decision-owner approval. Referenced scripts, templates, integrations and sibling skills are not supplied or installed unless explicitly listed as included. External calls, account changes, messages and file writes require the actual user task and authorization.

Starting prompt

Use Company Culture Design for [TASK]. Ask for missing inputs: Company stage, actual behaviors, employee evidence and cultural goals. Identify assumptions and missing tools before execution; do not claim results or approvals without evidence.

Not for

Claiming runtime installation, certified safety, verified numerical outputs or permission for external actions merely from loading this source.

What M11 added

German routing, task scope and source limitations. Original author attribution: Alireza Rezvani. Brief source danger screening: full-text pattern triage and review of flagged passages, not a comprehensive audit or functional test. Scores, thresholds, benchmarks and examples are decision aids, not verified outcomes; retain actual decision-owner approval. Referenced scripts, templates, integrations and sibling skills are not supplied or installed unless explicitly listed as included. External calls, account changes, messages and file writes require the actual user task and authorization.

Original authorship remains with alirezarezvani/claude-skills · Original source ↗

Original license & copyright

MIT License

Copyright (c) 2025 Alireza Rezvani

Permission is hereby granted, free of charge, to any person obtaining a copy
of this software and associated documentation files (the "Software"), to deal
in the Software without restriction, including without limitation the rights
to use, copy, modify, merge, publish, distribute, sublicense, and/or sell
copies of the Software, and to permit persons to whom the Software is
furnished to do so, subject to the following conditions:

The above copyright notice and this permission notice shall be included in all
copies or substantial portions of the Software.

THE SOFTWARE IS PROVIDED "AS IS", WITHOUT WARRANTY OF ANY KIND, EXPRESS OR
IMPLIED, INCLUDING BUT NOT LIMITED TO THE WARRANTIES OF MERCHANTABILITY,
FITNESS FOR A PARTICULAR PURPOSE AND NONINFRINGEMENT. IN NO EVENT SHALL THE
AUTHORS OR COPYRIGHT HOLDERS BE LIABLE FOR ANY CLAIM, DAMAGES OR OTHER
LIABILITY, WHETHER IN AN ACTION OF CONTRACT, TORT OR OTHERWISE, ARISING FROM,
OUT OF OR IN CONNECTION WITH THE SOFTWARE OR THE USE OR OTHER DEALINGS IN THE
SOFTWARE.

Source SHA-256: 7d057648e470951de883cc00c8078640fadc0dfc38cdaaac4e26435d2caec2a0
Snapshot checked: 2026-09-28T15:50:31.645Z

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