To become Norway's leading grid company, Lede needed a clearer picture of the culture they had so they could build the one their strategy required.
One of the country's largest electricity grid companies, Lede serves hundreds of thousands of customers across a wide region. The energy sector is changing fast: electrification is driving demand up, ageing infrastructure needs investment, and digitalisation is reshaping how grid companies operate. The green transition demands organisations that can adapt quickly, think differently, and lead change at every level.
The ambition was clear. The culture gap wasn't — yet.
Culture Intelligence offers a solid tool for working systematically and structurally with values and culture. We get rapid access to insight across departments and teams, and help us in building a stronger organisational culture.
Lede's three company values: Responsible, Competent, and Innovative, was what defined the organisation they wanted to be.
When Culture Intelligence mapped values across every leader and employee in 2023, the gap between where they were and where they needed to be became impossible to ignore.
Innovative scored below 20%. Responsible and Competent both sat above 40%.
By default, the organisation was oriented toward maintaining what existed — being reliable and skilled within the current way of working. Exactly the wrong cultural profile for a company that needed to move faster, challenge the status quo, and lead a sector in transition.
The goal became simple: shift that balance. Deliberately, measurably, at every level of leadership.
The CEO made a deliberate decision: don't start with a communications campaign, start with the leaders. If the culture was going to change, the leadership team needed to be the first to change — equipped with self-awareness, reliable data, to be able to lead the shift.
Culture Intelligence designed a structured, data-led engagement across the whole organisation. It started with a Culture Hackathon — a fast, structured data collection that gave leadership an honest picture of where the culture actually stood.
From there, a dedicated leadership programme ran four full-day sessions with managers, combining structured learning with real problem-solving in small groups. Section leaders worked directly with the Lede cultural code, coaching their own teams and tracking movement over time. And at all times, they had their data their hands at all times.
The results across the two-year engagement show what becomes possible when culture is treated as something measurable — and when leaders are given the right data and support to act on it.
The numbers were clear, but what changed underneath them was just as significant. Alongside Innovative, the underlying values that drive it — exploration, courage, curiosity, and self-development — all increased across the leadership population.
Values like trust and learning also strengthened, pointing to something broader than a single metric moving. The way people worked together was changing.
Leaders reported stronger cross-functional collaboration,a greater willingness to experiment,and more confidence in leading change within their own teams.
Two years in, the numbers said it all:
increase in innovative score for leaders
increase in innovative score for middle managers
exploration value increase across teams
increase in courage value across teams
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