Using employee insight for organisational culture and brand strategy
A.C. Whyte & Co. Ltd
A Scottish specialist in energy efficiency and retrofit contracting for local authorities and housing associations.
At a glance
Research objectives
- Understand how employees at all levels perceive the company’s culture and mission.
- Reveal shared values and tensions to inform brand, recruitment, and internal communications.
- Use employee insight to shape an organisational culture that supports strategic goals.
What the research revealed
- Employees were proud of their work but felt disconnected from the wider mission.
- Cultural divides had formed between site and office teams.
- Teams welcomed change but lacked clarity on how it affected their roles.
- Growth increased responsibilities and highlighted the need for better coordination.
- A strong sense of care and commitment remained consistent across the workforce.
Research approach
- Senior leadership workshop to align on project scope and cultural learning goals.
- In-depth interviews with office and site-based staff across generations and seniority.
- Thematic analysis of emotional and behavioural patterns across the business.
Impact of the research
- Anchored the company’s cultural strategy in authentic employee insight.
- Identified internal divides and communication gaps that required leadership focus.
- Provided the foundation for refreshed values that reflect legacy and future direction.
- Strengthened recruitment messaging by aligning it with what employees value most.
- Demonstrated how employee insight for organisational culture can drive strategic growth.
Challenge
As A.C. Whyte approached its 50th anniversary, the leadership team recognised the need to evolve its organisational culture and brand to reflect a changing market. Although the company had long been at the forefront of energy efficiency, it was still widely perceived as a traditional ‘roof and render’ contractor. This no longer captured the full extent of its expertise or future ambitions.
To support its growth strategy and strengthen its employer brand, the business needed to define a clear set of internal values. But rather than rely on assumptions, the team wanted to base this on evidence. They needed to understand what employees believed the company stood for today and what they wanted it to become. The goal was clear: use employee insight for organisational culture development that would align internal identity with external positioning.
Approach
I led a qualitative research programme to explore A.C. Whyte’s culture, values, and internal dynamics through the lens of its people. This included:
- In-depth interviews across all levels of the business, including site teams, office staff, and senior managers
- Thematic analysis to identify shared values, emotional drivers, and cultural tensions
- Discovery of generational and departmental divides shaping internal perceptions
- Strategic synthesis to inform culture, brand, and recruitment strategy
The research surfaced a culture built on pride, quality, and care, but also facing the challenges of growth. There were clear differences in how site and office teams viewed the business, and varying levels of connection to the broader mission. Still, the desire for progress was consistent, and a strong foundation of shared commitment emerged across the company.
This employee insight gave leadership a grounded, evidence-based view of the organisation’s internal identity and provided a strategic platform for shaping the company’s future direction.
Impact
The project demonstrated the value of using employee insight for organisational culture work. It helped A.C. Whyte surface the values that truly resonated across its workforce and revealed areas where communication and alignment could be improved. These findings were used to inform the development of refreshed, employee-led values that now underpin the company’s brand, recruitment messaging, and internal engagement strategy.
By starting with real perspectives from across the business, A.C. Whyte was able to evolve with credibility and confidence. The result is a more coherent internal culture and a stronger external proposition, supporting long-term growth.
