All models are created to make complex reality manageable. They achieve this by simplification, concentrating attention on the core issues. Models risk becoming simplistic, by ignoring too much by focusing on too little. Most organisational culture models are simplistic. From Handy to Trompenaars, the concepts proposed explain far too little. The Docsa model is very useable yet penetrating in determining exactly where and which changes to a culture will deliver the sought after result.

Geert Hofstede’s original work began with deep qualitative research, which informed the development of an extensive questionnaire, including his measures of work values. This led to a quantitative survey of employee attitudes, beliefs and behaviours at work. Six corporate culture dimensions arose from the statistically linked sets of questions which most clearly differentiated cultural differences. Docsa owns the IP from this work through the purchase of Docsa BV, a company set up by Hofstede and others. We can use his methodology where appropriate. But we are in no way limited by this in our approach to our clients.

Over the years, Docsa’s clients have ranged from retailers to police services, from global financial services companies to the UK Home Office Immigration Departments, from multinational corporations to consultant partnerships and even one major head-hunter. In most cases these clients have licensed our techniques and IP for their own use, some have developed them further to meet their particular needs

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