Scrum Academy Culture Scan

The culture of your organization is felt everywhere, yet rarely made explicit. It lives in how you collaborate, how decisions are made, and how change is handled. This culture scan helps make those patterns visible. Along the axes of flexible ↔ stable and internal ↔ external focus, you will gain insight into how you organize work today. Not to pass judgment, but to facilitate a conversation about what helps, what causes friction, and where you want to consciously adjust. Developed by Scrum Academy and inspired by the Competing Values Framework by Quinn & Cameron.

Create a link for your survey

Fill out the form below with a survey name and email address to create your survey link. You can share it from the next screen and fill out the survey yourself.

4 Culture Types

This culture scan reveals four culture types. In practice, you will see elements of all of them, but rarely in equal measure. Usually, one or two types dominate. This isn't a problem, but it is something to be aware of. After all, culture dictates how collaboration happens, how decisions are reached, and how change takes root. By making this visible, you gain the tools to better align your approach with what is needed right now. This makes change more effective.

Adhocracy

In an Adhocracy culture, it's all about movement. People take initiative, try new things, and learn as they go. Structures are light and temporary. Decisions are made quickly, and there is room to pivot. This creates energy and innovation, but also requires attention to focus and long-term anchoring.

Market

In a Market culture, delivery is key. Goals provide direction, and results make progress visible. There is a strong focus on customers, expectations, and agreements. This ensures pace and clarity. At the same time, this culture requires a conscious effort to keep making room for learning and reflection.

Hierarchy

A Hierarchy culture (Bureaucracy) brings stability and predictability. Roles, processes, and agreements are clear and provide guidance in daily work. Decisions follow established lines, and change is introduced carefully. This structure supports quality and continuity, but can also cause delays when agility is required.

Clan

In a Clan culture (Family), togetherness is central. There is attention to people, mutual relationships, and psychological safety. Decisions are often made through consultation, and teams feel strongly connected. This increases engagement and trust. At the same time, it requires discipline to ensure difficult choices are not postponed.

Conclusion

No culture is inherently better than another. Every culture works — in a specific context. The question is not what you 'should' be, but what helps you do the work well together.