Welcome to Grid International

What is the most important ingredient for organizational excellence?
At Grid International, Inc., we’ve been asking global leaders this question for over 50 years. The number one answer is, "having a healthy culture rooted in the kind of candor that promotes trust, respect, and deep commitment to performance excellence." Hands down.

More Than Five Decades of Proven Results in Culture Change.
Since our inception in 1961, we pioneered research and systematic applications in culture development, and have worked in this arena exclusively since.  Culture development is all we do, and we understand it better than anyone.

We give people timeless tools proven in countless cultures and global industries. Our company was the world's first to institute an organization culture change development effort in a major American corporation. Working initially with Exxon and NASA, the Grid approach demonstrated ability in mobilizing resources to deliver bottom-line results.

Our difference lies in where and how we work.
Many people look outside the organization for answers, but we believe in looking inside by developing the existing Corporate culture into one that will deliver excellence.

Our Grid Culture Development Process stands out from any other in three ways.
First, we don’t assume to know more about organizations than its leaders. Our process has no outside consultant dependency.

Second, we use a completely unique and proven methodology. Our unique process accelerates the natural progression of healthy relationships and culture development with a focus on rigorous business logic.

Third, we work “below the waterline”–where behaviors shape the culture–the area of values, attitudes, beliefs and assumptions. Grid methodology provides a way to take typically intangible forces of behavior and consider them in objective, measurable terms.

Our founders, Drs. Robert Blake and Jane Mouton, were renowned social psychologists based at the University of Texas. During their 40-year partnership, they published 135 books, 460 professional journal articles, and 290 book chapters. They constantly engaged in worldwide client work and built an international network of consultants. Their work has been cited throughout the business world for decades, and is still included in HBR collections today.

The powerful forces of culture are constant and evolving. Many change strategies overlook or underestimate the power of culture and efforts fail or falter. An effective culture must be built on synergy, which is achievable when based on trust and respect, transparency and candor. When a sound culture exists, not only are internal conflicts reduced and well managed but a creative and productive environment that delivers outstanding results is built. The result: people throughout the organization feel more confident and motivated, which guarantees organization-wide commitment to the company’s values and business drive.