The iceberg model according to Hall

The iceberg model – inspired by Freud and further developed by Edward T. Hall – depicts corporate culture as an iceberg:

• Visible elements – factual level: The tip of the iceberg refers to the visible elements – i.e. goals, structures and rules.
• Invisible elements – relationship level: The larger (and more important) part of the iceberg is below the water. This is where the hidden structures of the corporate culture are located. These include, for example, values, motives, emotions, needs, relationships, perceptions, attitudes, fears, mistrust and trust. These influence the elements that rise to the surface and ultimately guide them.

The key message: Only when the deeper, invisible elements are taken into account can a sustainable change in culture be achieved.

The McKinsey 7-S Model

The 7-S Model developed by Tom Peters and Robert Waterman provides a holistic description of organisations based on seven interrelated factors:

• Hard factors: Strategy, Structure, Systems 
• Soft factors: Shared values, style, staff, skills 

Its main message: All factors influence each other. However, the soft factors have a particularly strong influence on the hard factors, mainly because they form the basis of daily activities. A company is successful when a balance can be achieved between the individual factors.

When which model is helpful

• Iceberg model:
  Particularly suitable for cultural diagnoses, reflection and awareness raising, e.g. in change processes. It helps to look beneath the surface and reveal unconscious dynamics – especially in the case of deeply rooted behaviour patterns or when cultural friction is noticeable.
• 7-S-Model:
  Useful for holistic analysis of organisations and strategic alignment. It is particularly helpful in change processes where structural changes, new strategies or cultural realignment need to be considered together.

The choice of model depends on the goal: if the aim is to gain a better understanding of cultural tensions in everyday life, the iceberg model is a good place to start. If the aim is comprehensive organisational development, the 7-S model with its systemic view is helpful. Both show that corporate culture is not a side issue, but a central lever for sustainable success.

Making culture visible in recruiting

An E-recruiting software such as Refline can help convey your own culture right from the application process – for example, through authentic job advertisements, transparent communication and an optimal recruitment process. Equally important is a structured onboarding process. If you know your culture and live it in a targeted manner, you can attract talent that really fits your company – and thus operate effectively in the long term.