Organisational culture and values.
Translating organisational culture into authentic employer brand messaging.
Following significant organisational change, Global Touring recognised an opportunity to redefine how its culture and values were communicated across the business. I was tasked with developing a new set of organisational value statements that authentically reflected the company's people, culture and future aspirations.
Project snapshot.
Developed organisational values for two global travel brands.
Collaborated with senior stakeholders across the business.
Facilitated stakeholder feedback and review processes.
Delivered the project ahead of deadline.
Translated organisational culture into employer brand messaging.
Supported organisational change and cultural alignment.
In 2020, Global Touring underwent significant organisational change that reshaped its culture and ways of working.
The challenge wasn't simply writing a new set of values – it was articulating what the organisation stood for during a period of transformation.
The values needed to:
resonate with existing employees
attract future talent
align multiple global brands under one organisational culture
balance authenticity with aspiration
gain buy-in from diverse stakeholders across the business.
I approached the project as both a brand and stakeholder engagement exercise.
Before drafting the values, I researched best practice examples of employer brand messaging and analysed the cultural themes emerging across stakeholder workshops and feedback sessions.
Rather than developing generic corporate statements, I focused on creating values that:
reflected the organisation's unique personality
articulated behaviours rather than abstract concepts
aligned with the company's mission and culture
could evolve alongside the organisation's future growth.
Throughout the project, I facilitated review sessions, asked targeted questions to gather meaningful feedback and established clear approval processes to ensure timely delivery.