What it measures
Culture is rarely one type. Scoring each type separately shows the mix you actually have, for example strong on results and process but thin on collaboration, instead of forcing a single label.
The values-alignment theme shows the gap between stated values and lived experience, which is usually where trust is won or lost.
Adhocracy culture
Experimentation, new ideas and comfort with change.
Clan culture
Collaboration, mentoring and a sense of belonging to one team.
Hierarchy culture
Clear process, consistency and control.
Market culture
Results, targets and competing to win.
Values alignment
Whether day-to-day behaviour matches the organisation’s stated values.
The 10 questions
Exactly what respondents see, grouped by theme. Each statement is answered on a five-point scale:
Adhocracy culture
- New ideas get a fair hearing here, even when they challenge how things are done.
- Trying something new and having it fail is accepted here as part of learning.
Clan culture
- People here look out for one another, not just for their own results.
- Managers here invest real time in coaching and developing their people.
Hierarchy culture
- Most work here follows established rules and approval steps.
- Consistency and predictability are valued here more than speed.
Market culture
- Hitting targets is what gets people noticed and promoted here.
- There is a strong drive here to outperform competitors.
Values alignment
- What leadership says we value and what actually gets rewarded here are the same thing.
- I could describe this organisation's stated values without checking them first.
In the live survey, questions are shown one at a time.
How it is scored and kept anonymous
- Each theme’s score is the average of its statements on a 1–5 scale, worked out per person first and then averaged, so everyone counts equally.
- Every score shows a 95% confidence range, so a small team’s result isn’t read as more precise than it is.
- Any team or group with fewer than 5 responses is hidden on every chart and export. Their answers still count in the organisation-wide score.
- Answers are stored against a single-use survey link, never a name or email. Leaders see averages and how answers are spread, never an individual’s answers.
- When you run the survey again, each organisation-wide change is tested for statistical significance and marked as a real change or as noise.
When to use it
Run it before or after a merger, a change in strategy or leadership, or a values refresh, and compare culture profiles between teams or locations.
Research basis
The Competing Values Framework (Cameron & Quinn), the model behind the widely used OCAI organizational culture assessment. The statements are written for this module rather than taken from the OCAI.
See what leaders get
The sample report shows a full run of this survey for Meridian Tech Services, a fictional 800-person IT services company with simulated responses, scored by the same engine your organisation would use: scores with confidence ranges, team comparisons, real-versus-noise changes since the last round, and where to act first.
Questions about this survey
How does this relate to the OCAI?
It uses the Competing Values Framework, the model the OCAI is built on, and reports a profile across the four culture types plus a values-alignment score, by team and for the whole organisation.
Can we compare culture between departments?
Yes, by team, as long as each team has at least five responses. Smaller teams are hidden to protect anonymity but still count in the organisation-wide result.
Organisational or organizational culture survey?
Same thing: British and American spelling. The survey works the same way for both.