The culture transformation journey for OIA is designed as a 24-month program, structured in three distinct phases. Each phase builds on the one before it, moving from understanding and quick wins, through structured capability building, to long-term sustainability. The phased approach ensures that the organization is not overwhelmed and that each step is grounded in evidence and learning.
The roadmap is not a rigid plan. It is designed with built-in checkpoints and adjustment mechanisms so that the pace, focus, and priorities can be refined based on what is actually working. Culture change is inherently iterative, and this roadmap reflects that reality.
Phase 1 is about building awareness, creating momentum, and launching the highest-priority quick wins. This is where leadership alignment happens and the organization starts to feel that something meaningful is changing.
Present the culture assessment findings to the entire organization, not just the leadership team. Create a summary communication that is honest about the gaps while framing them as opportunities. Employees who participated in the survey deserve to see how their input is being used. This builds trust and signals accountability.
Form a cross-functional committee of 6 to 8 senior leaders, chaired by the CEO or a designated executive sponsor. This committee provides governance, makes decisions on priorities and resources, and holds the organization accountable for progress. The committee meets monthly throughout the transformation.
Three initiatives begin immediately in Phase 1 to demonstrate momentum and deliver early visible results:
Two facilitated sessions with the senior leadership team to align on the transformation vision, agree on priorities, and discuss what the desired culture looks like in practice. Leaders explore their own behaviors and how they model the culture they want to see.
Phase 2 is the core implementation period. With the foundation in place and early wins delivering results, the organization moves into deploying the larger, more complex initiatives. This is where structural changes take shape and new behaviors start becoming habits.
The Innovation Incubator Program launches in Month 4 with a company-wide call for ideas. The submission portal opens, evaluation criteria are shared, and the first round of proposals is reviewed by Month 5. Initial pilots begin by Month 6. The program creates a visible, structured way for employees to contribute to the organization's evolution.
At least two cross-functional task forces are established by Month 5, each focused on a strategic priority that requires input from multiple departments. Members are selected to ensure diversity of perspective and experience. Task forces operate with clear charters, timelines, and reporting obligations.
Working with HR and line managers, every employee develops a documented career development plan during Months 4 to 6. Templates and guidance are provided. Managers receive training on how to have effective development conversations. The first quarterly reviews of these plans take place in Month 7.
Monthly workshops begin in Month 4 (building on any preparatory work in Phase 1). Each session features a different senior leader sharing a real case study of how values influenced a decision. By Month 9, at least 6 workshops have been delivered, and feedback consistently informs subsequent sessions.
Cross-department shadowing begins in Month 4, with the first cohort of 20 to 30 employees participating. Joint departmental meetings on shared objectives launch in Month 5. Shared project dashboards go live by Month 6. By Month 9, visible improvements in cross-department coordination should be evident.
A focused pulse survey of 15 questions is deployed at the mid-point to gauge early progress. Questions are drawn from the Denison framework and aligned to the specific areas targeted by the action plan. Results are reviewed by the Steering Committee and used to adjust priorities and pace for the remainder of Phase 2.
Phase 3 transitions from active transformation to sustainable culture management. The goal is to embed the changes into the organizational fabric so that they persist beyond the formal program. This is where culture becomes "how we do things" rather than "a project we are running."
A complete Denison Organizational Culture Survey and CVF assessment is administered at the 12-month mark. This provides a direct comparison to the baseline assessment. Results are analyzed for progress against targets, and a comprehensive report is shared with the Steering Committee and the broader organization.
Using the 12-month survey data, the action plan is reviewed and adjusted. Initiatives that have achieved their targets may be wound down or transitioned to business-as-usual. Areas that have not met targets receive additional focus. New initiatives may be introduced based on emerging priorities identified in the re-survey.
Culture-related outcomes are formally incorporated into leadership performance evaluations. This includes metrics such as team engagement scores, participation in culture initiatives, and demonstration of organizational values. This step ensures that culture responsibility is owned by every leader, not just HR.
Each division head is accountable for specific culture metrics within their team. Quarterly reviews with the CEO include a culture health discussion alongside operational performance. Leaders who excel in culture building are recognized. Those who struggle receive targeted coaching and support.
An annual culture assessment cycle is established as a permanent part of OIA's organizational rhythm. This includes a full Denison survey every 12 to 18 months, semi-annual pulse checks, and quarterly dashboard reviews. Culture health becomes as regularly monitored as financial performance.
| Element | Details |
|---|---|
| Composition | CEO (Chair), 4 to 5 Division Heads, HR Director, Strategy and Planning Head, Talent Arabia representative (advisory) |
| Meeting Cadence | Monthly during Phase 1 and 2 (Months 1 to 9), bi-monthly during Phase 3 (Months 10 to 24) |
| Decision Authority | Approve initiative changes, allocate resources, resolve escalations, approve survey timing and communication |
| Reporting | Minutes and action items distributed within 48 hours, progress dashboard updated monthly |
Initiative owners escalate blockers to the Culture Steering Committee. If the Steering Committee cannot resolve an issue, it is escalated to the CEO directly. Budget requests exceeding approved limits follow OIA's standard financial approval process. Any changes to scope or timeline require Steering Committee approval.