Internal events as an engine of cultural transformation
How do you transform an organizational culture?
A newsletter is not enough. Not even with changing the values on the web. Real transformation happens when people experience it. For this reason, internal events have ceased to be a logistical “detail” to become a strategic tool. They are spaces where the narrative of change is embodied, shared and, above all, felt.
In processes of fusion, redefinition of purpose or any profound change, organizations face a paradox: they need to act quickly, but without losing the emotional attachment of their people. And here, a well-designed event can make the difference between an aligned and a confused team.
The importance of ritualizing change
In any cultural transition, there are two levels of work: the rational one (the reasons, the decisions) and the symbolic one (the way we live it). Events operate in this background. These are moments of high emotional impact that allow:
- Closing stages: celebrating what has been achieved and saying goodbye to what no longer returns.
- Open new cycles: presenting a clear and shared vision.
- Strengthen links: between different teams, areas or cultures that must be integrated.
Without these ritual pauses, change becomes diffuse. Or worse: it is perceived as a tax.
Cases that prove it
- Mergers and acquisitions: after a key acquisition, a joint “Welcome Day” was organized in a multinational pharmaceutical company with intercultural dynamics, inspirational talks from leaders and a symbolic hackathon to solve common challenges. Result: turnover decreased by 40% in the first six months after fusion.
- Reformulation of purpose: a Spanish fintech startup decided to redesign its purpose after its Series B. Instead of sending a PDF with the new vision, they organized a two-day retreat with collaborative sessions, spaces for sharing personal stories and a themed dinner that symbolized the transition from “product” to “community”. Today, the new purpose is present in every team onboarding and ritual.
- Change of leadership: in a retail company with more than 300 employees, the new CEO chose not to make a one-way presentation, but rather a participatory event with cross-interviews between employees and leaders, a theatrical performance about the company's history and a co-created manifesto. Internal confidence rose 27% in the annual survey.
Formats that activate (really)
Not all events work the same way. And not all of them need to be spectacular. The key thing is that each format is aligned with the desired exchange rate and culture:
- Narrative kick-offs: when a new phase is launched, design an event with clear storytelling, careful symbolism and active participation.
- Collaborative workshops: to co-build new ways of working or culture, with a real voice from all teams.
- Decentralized microevents: in large or distributed organizations, allow each team to organize their version of the change, with a common narrative.
- Significant celebrations: recognize past achievements or milestones that build identity, to reinforce pride and sense of belonging.
Communication: before, during and after
A common mistake is to treat the event as something isolated. But its impact depends on a good integrated communication strategy:
- Before: anticipate the change, generate expectation, explain why without spoilers. If the event is a movie, the previous campaign is the trailer.
- During: clarity of messages, diversity of voices, moments of real participation and symbols that connect with emotion.
- Then: reinforce learning, capture testimonies, translate what has been experienced into concrete actions and key messages.
A good event is not only measured by the applause of the day, but by the conversations it leaves burning.
How to measure impact?
Although the emotional effect may seem intangible, there are ways to measure the impact of an internal event:
- Weather surveys before and after the event.
- Level of active participation and spontaneous feedback.
- Changes in indicators such as engagement, retention or collaboration between areas.
- Analysis of employee-generated content (photos, phrases, memes, etc.) as a cultural thermometer.
The important thing is to be clear about what you want to move with the event: emotional connection? strategic alignment? adoption of new forms of work? To measure without a clear objective is to lose focus.
Culture doesn't impose itself. It is built, celebrated and felt.
And internal events are, today more than ever, the most powerful tool for doing so. Not as a pause along the way, but as the fertile ground where people recognize each other, are inspired and choose to be part of the future of their organization.
Are you leading a change? So you're designing an experience. And that, too, is culture.
