Background

A South African multi-campus university operating across three geographically dispersed sites. Approximately 2,500 staff and 55,000 students (700 staff members and 400 students were directly engaged in the intervention across all their campuses)

What was the client’s need?

Following a shift from a federal to a unitary structure, the client embarked on a values-based culture change initiative while undergoing an institutional rebranding process. Due to survey fatigue, the university requested an entirely qualitative approach. COVID-19 disruptions prevented large-scale alignment sessions, emphasising inclusive and localised engagements.

Laetoli’s Approach

• Adopted Edgar Schein’s Iceberg Model to frame visible and underlying culture dimensions
• Facilitated 42 four-hour “AS IS” culture workshops with staff and 24 with students
• Collaboratively designed the process with internal subject matter experts and a cross-campus Design Team
• Focused on developing a shared understanding of ‘The NWU Way’, with structured reflection on existing values
• Integrated historic data and ongoing feedback into culture diagnosis and design

Key Deliverables

• Comprehensive ‘As Is’ Culture Report
• Draft Culture Map including:
• High-Level Culture Statement
• Proposed Core Values
• Draft Value Descriptors
• Draft behaviours for academic staff, support staff, and students
• Feedback reports to Council subcommittees and university leadership
• Dialogue tools for further participatory refinement

Outcomes & Successes

• Engaged over 700 staff and 400 students across campuses in co-defining cultural direction
• Delivered a transparent and participatory Culture Map that served as a ‘chopping block’ for continued engagement
• Fostered awareness of how the university’s culture and values should reflect balance, viability, alignment, and authenticity

Lessons Learned

• Schein’s Iceberg Model was highly effective in facilitating mutual understanding of complex cultural elements
• Creating a safe environment is critical for honest reflection on values and behaviours
• Participative design across multiple stakeholder groups strengthens institutional trust and cultural relevance

The Director: Talent Management and OD confirmed that Laetoli met the university’s brief to ensure inclusivity, transparency, and depth of engagement. The Leadership and Council committees received the draft Culture Map well.