At Redgrave, we believe culture isn’t just part of business, it is the business
Our interviewee is:
Jen Tippin
82% of people whose leaders who integrate culture into strategy say it’s very important to their organisation’s success.
Culture means all 60,000 people in the business have a role to play. It’s not just something HR alone can fix.
Culture isn’t a “nice to have”, it’s a strategic lever. So how do leaders like Jen align culture with strategy to drive real impact?
In this series, I’ve had the privilege of speaking with leaders who don’t just talk about culture, they live it. They’re not just protecting culture, they’re evolving it for what’s next. These leaders understand that culture is as much a commercial asset as it is a human one. That’s what makes a #CultureHero.
One of those leaders is Jen Tippin, Group Chief Operating Officer at NatWest Group.
In my work in executive search, I see first-hand how leadership sets the cultural tone – through strategy, presence, values, and importantly, through behaviour. But what we don’t talk about enough is how culture drives actual business results.
And despite almost every client I work with highlighting the need for cultural alignment when hiring, I sometimes wonder: is there a good understanding of what great culture can do for a business? And how the most effective leaders bring it to life in a way that drives real impact?
To explore this further, I speak to #CultureHero Jen, about her approach, which is strategic, systemic, and above all, deeply human. She gets that while everyone has a role in shaping culture, it has to be championed from the top.
Culture embedded in strategy
When culture is truly embedded in a business, it influences how decisions are made, how teams operate, and how strategy comes to life across the business. It must be connected to purpose and visible in the day-to-day rhythm of the organisation. Without this level of integration, culture risks becoming something that is just spoken about but not genuinely felt or lived.
Culture shouldn’t be viewed a standalone initiative, but as a foundational element, guiding how the business evolves.
Jen’s experience brings the integration of culture and strategy to life. With a remit that spans almost every business function outside of finance, from transformation and governance to marketing and operations, she has a holistic view of how culture drives organisational performance.
Culture is a system, not a slogan
Culture must be embedded, and the entire system aligned to support new behaviours in a way that reflects the organisation’s unique context. One-size-fits-all doesn’t work. Nuance is everything.
When systems and behaviours are aligned, culture stops being aspirational and starts becoming operational. That’s when it truly sticks.
One of the most powerful takeaways from my conversation with Jen is that culture is a system, not a slogan. Yes, it’s behavioural. But it’s also about how an organisation is wired to function.
You can say you want agility, but if you penalise risk-taking or build in layers of governance, people won’t act that way. The system must enable the culture you want.
To close this gap, Jen’s team mapped how the organisation really functioned, looking at governance structures, decision-making flows, and performance frameworks. They identified where they were unintentionally reinforcing behaviours they were trying to shift.
HR as enabler
Culture isn’t solely HR’s responsibility, but they can be a powerful enabler of change. Given Jen’s close partnership with HR and People leaders, I was struck by her clear distinction around HR’s role in shaping culture.
HR has immense influence, both hardwiring and softwiring expectations, but the business must take the lead.
There’s no argument that culture is everyone’s responsibility, but the driving force must come from the business. Boards hold accountability, and leaders set the tone. However, culture is ultimately brought to life through the everyday actions of people across the organisation. Tools like pulse surveys and diagnostics, which are often led by HR, give leaders the insight they need to measure impact and stay accountable.
Culture is everyone’s responsibility. But it starts at the top.
Jen’s approach highlights the need for shared accountability, where HR drives alignment and the business takes decisive ownership. Together, this partnership creates a culture that not only sustains but accelerates success.
People first, always
This is where culture becomes more than an internal initiative. It becomes a ripple effect. And the data backs this up:
77%
of workers say culture positively influences their desire to stay.
75%
say it improves their productivity.
74%
Culture is about people. When people thrive, organisations thrive. But you’ve got to invest in the right conditions for this to happen. That’s when you feel the benefits for the business.
If you create a culture where people can realise their ambitions, provide for their families, grow their careers, you create something bigger. A thriving culture creates a ripple effect that extends beyond the workplace. And happy people give more, stay longer, and lift those around them.
This philosophy may sound simple, but in practice, it’s hugely effective. It’s the reason why culture is increasingly being viewed as more than a moral imperative, it’s a commercial one. Motivated, supported, and valued people deliver better results. They serve customers better. They inspire.
Leadership in action
Embedding a strong culture into an organisation takes intentional leadership and thoughtful strategies. Consider these three approaches to shape a thriving, people-focused culture:
01
Integrate, don’t isolate
Culture must align with purpose, strategy, and how your organisation operates every day. Don’t treat it as a side project, make it a thread that runs through everything.
02
Balance the system and the story
Culture lives in both systems and symbols. Hardwire expectations through structure, but don’t forget the soft wiring: the language, rituals, and behaviours that bring culture to life.
03
Lead with humanity
Leaders who listen, who are willing to challenge and be challenged, and who prioritise people as their greatest asset are those who drive meaningful, lasting change.
Culture that sticks
In executive search, we talk about the importance of finding leaders with the right experience. However, it’s just as crucial to identify leaders who deeply understand that people are the cornerstone of every successful organisation.
At Redgrave, we’re proud to support leaders who bring capability, clarity, and cultural commitment. Because when leaders make culture a priority, people thrive, businesses excel, and long-term impact is achieved.
