Culture Architect

What the source does

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• NetworkNone observedNo outbound calls in the source
• ShellNone observedNo commands run in the source
• DependenciesPinnedNothing floats
• SecretsNone foundNo keys in source

Five audit layers

Gates applied: no behavioural pass.

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Audit 0.4.1 · source sha 6e3fcbdbb5cf · 19 Oct 2026Report an issue or request a re-scan

• Publisherborghei GitHub userOwner of the repository this skill is read from
• Source folderborghei/Claude-Skills/c-level-advisor/culture-architectThe exact folder we audited
• LicenceNOASSERTIONAs the repository states it
• Commit pinned for this verdict6e3fcbdbb5cfA new audit runs when the source changes
• Repository statusNot archivedLast push 12 days ago
• Sandboxed runNot runSkills are read, not executed; layer L4 is skipped

Its description: Build, measure, and evolve company culture as operational behavior, not wall posters. Use when building company values, assessing culture health, designing rituals, creating culture codes, or handling culture clashes.

---
name: culture-architect
description: >
  Build, measure, and evolve company culture as operational behavior, not wall
  posters. Use when building company values, assessing culture health, designing
  rituals, creating culture codes, or handling culture clashes.
license: MIT + Commons Clause
metadata:
  version: 2.0.0
  author: borghei
  category: c-level
  domain: culture-leadership
  updated: 2026-03-09
  frameworks:
    - culture-playbook
    - culture-code-template
    - values-to-behaviors
    - culture-health-assessment
    - ritual-design
    - culture-debt-framework
  triggers:
    - culture
    - company culture
    - values
    - mission
    - vision
    - culture code
    - cultural rituals
    - culture health
    - values-to-behaviors
    - founder culture
    - culture debt
    - value-washing
    - culture assessment
    - culture survey
    - psychological safety
    - culture scaling
    - engagement
    - eNPS
    - remote culture
    - hybrid culture
    - culture clash
    - M&A culture
    - employer brand
---
# Culture Architect

Culture is what you DO, not what you SAY. This skill builds culture as an operational system -- observable behaviors, measurable health, and rituals that scale from 5 people to 500.

## Keywords

culture, company culture, values, mission, vision, culture code, cultural rituals, culture health, values-to-behaviors, founder culture, culture debt, value-washing, culture assessment, culture survey, psychological safety, culture scaling, engagement, eNPS, remote culture, hybrid culture, culture clash, employer brand, onboarding culture, performance culture, recognition

---

## Core Principle

**Culture = (What you reward) + (What you tolerate) + (What you celebrate)**

If your values say "transparency" but you punish bearers of bad news, your real value is "optics." Culture is not aspirational. It is descriptive. The work is closing the gap between stated and actual.

---

## Clarify First

Before generating, confirm these inputs. If any is unknown or vague, ASK — do not assume:

- [ ] **Which deliverable is needed** (values + behaviors, culture code, health survey, ritual calendar, culture-debt audit, or M&A integration) — each has its own template
- [ ] **Company stage and headcount** — rituals and transmission mechanisms that work at 15 people break at 150; the ritual matrix is stage-keyed
- [ ] **What is actually rewarded, tolerated, and celebrated today** — culture is descriptive, not aspirational; without the honest current state you produce wall-poster platitudes
- [ ] **Work model** (in-person, remote, hybrid) — determines which operating principles and meeting rules apply

Stop rule: ask only the 2-3 that most change the output. If the user says "just draft it," proceed and list your assumptions at the top of the artifact.

---

## Culture Diagnostic Decision Tree

```
START: "How is our culture?"
  |
  v
[Run the Values Audit]
  Ask: "What did the last person who got promoted demonstrate?"
  |
  +-- Answer matches stated values --> Values are real. Check transmission.
  |     |
  |     v
  |   [Can a 30-day employee describe the culture accurately?]
  |     +-- YES --> Culture is operational. Maintain and evolve.
  |     +-- NO  --> Transmission gap. Fix onboarding and rituals.
  |
  +-- Answer differs from stated values --> Values are performative.
        |
        v
      [Do leaders model the real (non-stated) values?]
        +-- YES --> Rewrite values to match reality, then iterate.
        +-- NO  --> Deeper problem: no coherent culture exists. Build from scratch.
```

---

## Framework 1: Mission / Vision / Values Workshop

### Mission (Why We Exist)

| Element | Test | Example |
|---------|------|---------|
| Present-tense | Is it about what we do now, not what we aspire to? | "We reduce preventable falls in elderly care" |
| Specific | Could a competitor claim the exact same thing? If yes, too generic. | Not "We make the world better" |
| Meaningful | Would something be lost if we disappeared? | Answer must be concrete |

### Vision (What Winning Looks Like)

| Quality | Bad | Good |
|---------|-----|------|
| Specificity | "Be the market leader" | "Every care home in Europe uses our system by 2030" |
| Falsifiability | "Transform healthcare" | "Reduce fall-related injuries by 50% in partner facilities" |
| Timeline | No date | 5-10 year horizon with milestones |

### Values (What We Actually Do)

| Rule | Explanation |
|------|-------------|
| 3-5 values maximum | More than 5 and none are memorable |
| Derived from observation | "What did our best hire do that nobody asked?" |
| Each has behavioral anchors | Specific enough to judge against |
| Include the tension | Good values have a cost ("Speed" means "we accept some risk") |

---

## Framework 2: Values-to-Behaviors Translation

This is the work that makes values operational. Every value needs concrete behavioral anchors.

| Value | Vague Version | Behavioral Anchor | How You'd Observe It |
|-------|---------------|-------------------|---------------------|
| Transparency | "We're open and honest" | "We share bad news within 24 hours, including to our manager" | Bad news travels fast, no surprises |
| Ownership | "We take responsibility" | "We don't hand off problems -- we own until resolved, even across team boundaries" | No orphaned issues |
| Speed | "We move fast" | "Decisions under $5K happen at team level, same day" | Low decision latency |
| Quality | "We don't cut corners" | "We stop the line before shipping something we're not proud of" | Teams delay launches for quality |
| Customer-first | "Customers are our priority" | "Any team member can escalate a customer issue to leadership, bypassing normal channels" | Escalation is celebrated, not punished |

### Translation Workshop (90 minutes)

```
For each value:
  Step 1: State the value in 2-3 words
  Step 2: Ask "How would a new hire know we live this on day 30?"
  Step 3: Write 3 observable behaviors that 

Excerpt, first 6,000 characters of SKILL.md, verbatim from the audited commit. It is text from someone else’s repository, quoted so you can judge it before your agent reads it.

git clone https://github.com/borghei/Claude-Skills
git -C Claude-Skills checkout 6e3fcbdbb5cf

Works in

1. 2026-10-19
   !CAUTION B 89 / 100

   first audit · source 6e3fcbdbb5cf

Questions about Culture Architect

• github.com/borghei/Claude-Skills/tree/main/c-level-advisor/cultu — the audited source at commit 6e3fcbdbb5cf and every finding aboveObserved · 19 Oct 2026

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