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The only thing we have is one another.

The only competitive advantage we have is the culture and values

of the company. Anyone can open up a coffee store.

We have no technology we have no patent.

All we have is the relationship around the values of the company

and what we bring to the customer every day.

And we all have to own it.


Howard Schultz, CEO, Starbucks

Culture change and Transformation

Richard Barrett, a renowned author and consultant in the field of values-based leadership and cultural transformation, has developed a comprehensive framework known as the Barrett Values Model. This model emphasizes the importance of values in driving individual and organizational behavior and shaping the culture of an organization.                                                                           

According to Richard Barrett, culture change refers to the process of intentionally shifting the values, beliefs, and behaviors that characterize an organization or a community. He sees culture change as a fundamental aspect of organizational development and growth, recognizing that the culture of an organization influences its performance, innovation, and overall success.

Barrett's model identifies seven levels of consciousness, each associated with a set of values and corresponding behaviors. These levels range from survival-focused to highly evolved, with each level building upon the previous ones. Culture change, in this context, involves moving from lower levels of consciousness to higher ones, where values such as collaboration, empowerment, and purpose-driven action become more prominent.

In the Barrett Values Model, culture change and transformation includes the following key components:

  1. Assessment: Organizations must first assess their existing culture, values, and behaviors. This involves understanding the current state of the organization's values and identifying any misalignments between desired and actual values.

  2. Alignment: Once the assessment is complete, the next step is to align the organization's values with its vision, mission, and strategic goals. This alignment ensures that the cultural change efforts are in line with the organization's overall purpose.

  3. Engagement and Communication: Culture change requires active engagement and open communication at all levels of the organization. Leaders must communicate the importance of the desired values and behaviors and involve employees in the process of change.

  4. Leadership Modeling: Leaders play a crucial role in driving culture change. They must embody the desired values and behaviors as role models for the rest of the organization.

  5. Training and Development: Providing training and development opportunities helps employees understand the new values and learn how to integrate them into their daily work.

  6. Feedback and Adaptation: Continuous feedback loops are essential to monitor progress and make necessary adjustments. As the organization evolves, the culture change process may need to be adapted to changing circumstances.

  7. Recognition and Reinforcement: Recognizing and rewarding behaviors that align with the desired values reinforces the culture change and encourages employees to continue embodying those values.


Barrett's approach to culture change is holistic, taking into consideration the psychological, emotional, and spiritual dimensions of individuals and organizations. By focusing on values and consciousness, he believes that organizations can create positive and sustainable transformations that lead to improved performance and overall well-being.

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