Every organization’s culture reflects its leaders – their values, beliefs, and behaviours. These elements don’t just shape the internal environment; they also influence how employees engage with their work and how customers perceive the business. A strong, unified culture can drive success, while a lack of alignment can slow things down.
This was exactly the challenge facing a well-established company. Despite being a major player in its market with loyal customers, experienced employees, and financial stability, there were areas that needed improvement. A 2012 merger had left the company with two distinct work cultures that had yet to fully integrate. Communication could have been more streamlined, team collaboration needed strengthening and strategic planning could have been more refined.
Leaders noticed the cracks when they started seeing concerning trends – financial losses in the first quarter and a surprising shift in customer satisfaction. Tensions between departments only added to the challenge. Meanwhile, the company’s stated values, mission, and vision were little more than words buried on its website, disconnected from daily operations.
Recognizing the Need for Change
The leadership team understood that fixing these issues wasn’t just about implementing better processes; it required a cultural shift. Organizational change doesn’t happen in isolation – it starts with people. If we wanted to align our teams and reach our long-term goals, we needed to understand what our employees valued most.
To tackle this, we used the Barrett Model, a framework for measuring and aligning personal and organizational values. We launched an employee survey to uncover shared values and pinpoint areas that needed attention. Based on the results, we created a task force of ten employees to analyse the data and create a roadmap for cultural transformation.
The cultural shift
Workshops and open discussions became the heart of this initiative. Employees actively participated in redefining the company’s core values and updating the mission and vision to reflect a more unified direction. These sessions weren’t just for show – they led to real changes in the way the company operated. Leadership introduced clearer communication structures, set measurable goals for each employee, and started recognizing and celebrating those who embodied the company’s new values.
At the same time, we set an ambitious goal: restoring profitability within nine months. The roadmap addressed long-standing issues like isolated thinking, vague budgeting, and a lack of digital transformation. A major focus was also integrating the two lingering workplace cultures from the merger, fostering a more collaborative environment.
Strengths to Build On
Despite the challenges, the company had several strengths that provided a solid foundation for change. It had a skilled and experienced team, particularly in its accounting department, along with a loyal customer base and a strong market position. There was also a deep-rooted commitment to excellence – a “performance culture” that had driven past successes. These strengths became crucial assets in the transformation process.
Looking ahead
Leadership’s vision extended beyond just solving immediate issues. The long-term goal was to become the leading industry partner across the Baltics, known for strong values and outstanding customer satisfaction. To make this vision a reality, we committed to ongoing cultural development, integrating our new values into hiring processes, client relationships, and partnerships. Recognizing the importance of employee engagement, we also created opportunities for staff to contribute to the strategy, ensuring everyone felt invested in the company’s future.
This transformation reinforced that culture isn’t static – it evolves with the people who shape it. By aligning our teams around shared values and a clear vision, the company positioned itself not just to overcome its challenges but to thrive in an increasingly competitive market.
Over the past five years, Numeri’s average annual revenue growth has been around 10%, surpassing 3 million euros in the last financial year.
This achievement is all thanks to the incredible Numeri team, whose hard work and commitment have been key to this success.
Across the Baltics, Numeri continues to grow rapidly in every country, with our combined turnover now exceeding 7 million euros.
We have so much to be proud of, yet even more to strive for!
Kadri Kukk
Chief Executive Officer at Numeri
Accurate accounting which takes into consideration the client’s interests has been IMG Numeri’s priority since its inception, offering a modern, high-quality service. IMG Numeri has also invested into the development of computerised automation and digitisation systems that facilitate operational processes.
Website:Â www.numeri.ee
