A supportive and collaborative workplace culture can be the glue that holds an organisation together, but it’s also often one of the most vulnerable aspects of any business during times of change.

Leadership transitions, shifting priorities, and differing working styles can create uncertainty, silos, and misalignment, making it harder for teams to collaborate effectively. When values and expectations aren’t clearly defined, organisations can struggle with inconsistency in decision-making, engagement, and, ultimately, performance.

For an organisation like London Councils – representing 32 boroughs and the City of London and working across political lines – ensuring a unified set of values that were designed by their people was an essential step in their journey.

London Councils had experienced multiple changes in its executive team over a short period, which naturally led to shifts in focus, leadership styles, and ways of working. Recognising the need for a shared set of values to bring consistency, clarity, and alignment, the Senior Leadership Team engaged 4OC to help define and embed a framework that would unify their teams and set the foundation for long-term collaboration.

What we did

At the heart of this project was a commitment to co-designing a framework that truly reflected the ambitions of London Councils while respecting the unique identities of its teams. We engaged staff at all levels: strategic leaders, elected members, and operational teams through a series of carefully designed workshops, structured feedback sessions, and all-staff events.

All 130 staff members took part in shaping the values, ensuring that the final framework wasn’t just handed down from leadership, but built collectively from the ground up. The process itself became a catalyst for change, sparking honest conversations and empowering staff to take ownership of their organisation’s culture.

To make these values truly meaningful, we worked closely with London Councils to ensure they were more than just words on a page. Our team developed an actionable roadmap, integrating the values into performance development processes and day-to-day operations.

We designed a tailored feedback framework and training programme, equipping staff with the tools to embed these values into their work and hold each other accountable. Through expert facilitation, we challenged assumptions, encouraged new ways of thinking, and helped leaders navigate the complexities of cultural transformation with confidence.

The result was a fully embedded Values and Behaviours Framework that aligned seamlessly with the organisation’s strategic goals while embracing the diversity of its teams. The work went beyond policy creating a cultural shift that fundamentally reshaped the way London Councils operated. Teams not only gained a clear set of shared principles but also a common language to support collaboration, improve decision-making, and sustain the organisation’s long-term vision.

4OC's impact

The impact was immediate, but more importantly, it laid the foundation for a lasting transformation, providing London Councils with a framework that would support future changes in structure, leadership, and ways of working.

Reflecting on the partnership, London Councils’ Chief Executive, Ali Griffin, shared:

“The work 4OC did with us to develop our values and feedback culture has helped us to grow as an organisation. Surfacing our purpose and equipping us with common language to navigate challenging times. It has involved developing the skills of a wide range of colleagues so that they can champion the work within the organisation for themselves. This transfer of skills is often talked about in pitches – 4OC delivered it in practice!”

If you’d like to find out more about our work in organisational development, cultures and values, please reach out to hello@the4oc.com.