Our story

We believe in People!

The understanding that culture is important has in recent years become a major focus area for many companies.
Research says that managers want better information on how to better utilize the strengths of employees. The tools they have seen today are not adapted to the everyday lives of managers. Quick and easy overview of what matters for how to manage the organization tomorrow.Based on this, we started Xientia to give leaders better tools to describe how the organization really is. The analyzes should be easy to interpret and implement for all employees.

The reports must be easy for the leader to understand, there will be no need for long courses and certifications. It should be natural to use it as one of the manager's tools in daily operations. It is simply difficult to find out what the culture of the company really is. We believe in the importance of the strengths of each individual and how to take full advantage of this in an organization.
There was a lot of solutions out there, but the products were mostly based on the gut feeling of consultants, or large expensive analyzes that were reserved for the largest organizations. Something was certainly right, but most had no reality.

We believe in leaders who believe in their employees
Based on our experience we developed a completely new analysis fully digitized to more efficient analyze the people in the organization. This means that leaders at all levels have easy access to those they lead and want to see the strengths and challenges that exist. 

Changes are happening faster today, and it will only continue to increase

Therefore, it is important to have an understanding of how the connection between strategy, surroundings and people will be. Showing trust and being a transparent company makes the employees more confident and therefore will give the management input on how it really is below the surface.

Engagement is not enough

Contrary to the ‘I’ point of view analyzed in engagement surveys – Culture EXPLOIT seek to understand the ‘We’, or Passion VS Purpose.

Employees who exhibit low purpose and low passion — those who don’t like their jobs and believe they have little impact — fell in the 10th percentile in terms of performance.
Those who love their jobs and believe their work has meaning — high passion and high purpose, in other words — fell in the 80th percentile in terms of performance. Actually is these two not very surprising.
But what if you had only one or the other — only passion or purpose? What would the difference be?
According to Hansen, it would be huge.
Employees who love their jobs but don’t believe their work has meaning — high passion but low purpose, in other words — performed at the 20th percentile.
Those who aren’t crazy about their jobs but believe they make a difference — low passion and high purpose — perform at the 64th percentile.
According to Berkeley Professor Morten Hansen.

Simply the best way to manage your people

Employee attitudes can make or break your business.
What is important to know: How to get the employees and leaders moving in the right direction.


60 - 70 % of all changes fail due to lack of knowledge about the human capital in the organization.
There are continually faster and more disrupting changes in the surroundings that lead to changes in the strategy and adjustments in the organization.
This is leading to  increased degree of innovation, globalization and digitization, people are required to work across functions and countries. Breaking down the silos is not easy, but necessary.

Culture EXPLOIT is powered by Xientia

Culture Exploit is the name of the product and Xientia is the name of the company that owns and develops the products.

Explore your Blindspots and EXPLOIT your Sweetspots 

Culture Exploit consists of 36 dimensions that affect culture. Topics include: entrepreneurship, results, agile processes, environment, diversity, communication, team, harassment, vision, purpose, values and strategy.

It is made based on the mindset of former professor at the MIT Sloan school of Management Edgar Schein, and contains ideas from Carole Dweck (Growth Mindset), Angela Duckworth (Grit), Pat Lencioni (5 Behaviors) and Wharton professor and author Adam Grant.

Maybe you'll be inspired to try it too?

BETTER DECISIONS based on better data is the mantra of digitalization

This is a great way to get started!

We call our approach to developing and changing culture MOVE, Measure-Observe-Valuate-Elevate

Measure Company culture - People knowledge

  • You need to know where you are to be able to change.
    What is the reason why there is low commitment, high stress levels and many who are considering changing jobs? to know what is really going on among the employees we have to stop assuming but actually knowing your people. With Culture Exploit, you can build a cultural journey your employees love and measure what matters to employees, management and owners. Baseline - Shows scores of 36 cultural dimensions divided into 9 groups with full drilldown for: department, age, seniority, gender, organizational level.
    To figure out all the strengths and challenges it is important to start broad so you don't miss any blind spots.In just one view, you have a complete overview of the entire organization with their strengths and challenges  With this insight you will clearly see the opportunities for rapid changes that produce results both for the organization and the employees.
    Stress tendencies - Is there anything that worries the employees? We look at 16 things that make employees happy or unhappy, psychological security and what matters in daily life.If you are going in blind you´ll miss the mark

Observe the results - People awareness

  • How to visually see the unknown known. To change culture, you depend on people with the expected behavior. By mapping what behavioral tendencies there are, it will be easier to create a strategy based on the strengths of the employees. Set plans for activities which highlights the need of change and developments and you will succeed.Focus areas -By choosing what is important at department level, it will make it easier for the immediate leader to focus on what is important. Perform development as closely as possible. Compare the results from the measurement with other KPIs you use today on, among other things, sickness absence, performance and how many and why employees leave the organization. All this contributes to large increased costs. Maybe you can find the answers in the measurements?

Valuate strengths and opportunities - People power

  • By adapting development needs for each department based on strengths and needs, we focus on future success by development of individuals, teams and organizations.
    Top-performing employees create extraordinary results that provide a solid foundation for business growth.
    Team specific pulse surveys - When the first measurement has been carried out, a decision must be made about what are the most important focus areas for each department. Once it has been decided, a development course must be created based on the selected focus areas. Based on this, department-specific pulse measurements are made to reveal monthly the effect of the development course. Quick and agile changes can then be made where the desired effect is not achieved.

Elevate the possibilities - People tomorrow

  • Train and develop - Training classes, coaching 1 to 1 and 1 to many, workshops, tooltip for leaders are different forms of development for leaders and employees. In order to check what potential there is for change, it is now also possible to measure which skills the leader has that are important for the focus areas. The behavior of the employees that affects the focus areas can also indicate the possibilities for change. Our Purpose is to deliver better and faster information of the organization in a smarter way,
    so that humans and the organization will have better days. We help you develop your dream team.

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