Case · Culture change

Goldenline: Culture Change at Full Speed

A two-month change programme that turned a company-wide culture into a book the team wrote, refined twice, and still uses to align and onboard

People, the whole company, co-creating remotely

Iterations of the culture book, refined with the teams

Webinars reaching 10,000 users, shipped in parallel

As reported by Goldenline

Overview

Goldenline, a Polish career platform, hit COVID with its entire market shifting at once: hiring practices, employment stability, and user expectations, and the whole company suddenly remote.

The brief was culture: change how the company worked, fast, and lift performance while doing it. Not a poster on a wall, a way of working the whole company would own. We ran it as a disciplined two-month programme, co-created end to end and built to hold after we left.

Challenge

Culture change is slow by reputation, and Goldenline had no time. The market was moving weekly, the company had gone fully remote overnight, and performance could not dip while the way of working changed.

The risk was the classic one: leadership aligns on a new culture, and everyone else experiences it as an announcement. For the change to hold, all 50 had to build it themselves, remotely, and keep it going once we stepped back.

Approach

A senior-led programme that aligned the top, then put the whole company to work:

Align the leadership, fast

The management team agreed the direction and their own behaviours first, so the company would see a culture being lived, not announced.

Co-create the culture book, company-wide

All 50 people shaped how they wanted to work under the new reality in remote sessions, and wrote it up as a culture book in their own words.

Iterate twice, with team coaching

We refined the book across two iterations and coached people individually and in their teams to put it into practice, so ownership sat with them, not with us.

Run it like a project

We held the project communication and set up the tooling, onboarding the whole team to Mural, so a fully remote, company-wide co-creation actually worked.

Methods we ran

Stakeholder analysis Change Impact Analysis Cross-programme coordination Leadership alignment Compelling Story Message visualisation Communication architecture All-hands workshops Culture-book co-creation Coaching (1:1 & team) Remote facilitation (Mural)

Outcome

A culture book the team wrote and still uses. Co-created and refined across two iterations, it became the reference for ongoing alignment and for onboarding new people. Not our document, theirs, and still in use after we left.
Ownership that stayed with the teams. Individual and team coaching turned the book into daily practice, so the new way of working held without us in the room.
Performance sustained under pressure. Goldenline reported stronger team dynamics and fast delivery through the disruption, and shipped 13 webinars reaching 10,000 users in parallel. The change did not pause the business, it accelerated it.