---
title: "Culture Architect — Agent Skill for Executives"
description: "Build, measure, and evolve company culture as operational behavior — not wall posters. Covers mission/vision/values workshops, values-to-behaviors. Agent skill for Claude Code, Codex CLI, Gemini CLI, OpenClaw."
---

# Culture Architect

<div class="page-meta" markdown>
<span class="meta-badge">:material-account-tie: C-Level Advisory</span>
<span class="meta-badge">:material-identifier: `culture-architect`</span>
<span class="meta-badge">:material-github: <a href="https://github.com/alirezarezvani/claude-skills/tree/main/c-level-advisor/culture-architect/SKILL.md">Source</a></span>
</div>

<div class="install-banner" markdown>
<span class="install-label">Install:</span> <code>claude /plugin install c-level-skills</code>
</div>


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
