A Little Bit
About Us

Work Cultures are concepts which deal with...

the beliefs, thought processes, the attitudes of employees plus the ideologies and principles of the organisation.

Prevailing Work Cultures influence the way employees and management interact with one another and represent the main driving forces of any business.

This is a fundamental reason why the CRA was developed and lies at the heart of the CRA Premise and why we strive to help organisations maintain Information Flow through Cohesive Relationships.

 The Culture Risk Analysis - The Premise:

A person cannot fully demonstrate their true
potential and giftedness in a Work Environment,
 if their personal standards and values
are Not being Fulfilled or Met

The Simple Reason Being...

They are in conflict with themselves, because
they are endeavouring to 'accept' (work with)
factors they inherently disagree with

Des Allen

Our Vision, Our Values, Our Passion


To globally introduce a Human Centred approach towards Leadership in Organisations, that focuses on Employee and Management needs that guarantee the expression of true potential for the entire Workforce and the fulfilment of Company Standards and Reputation as a whole.


We bring the core fundamentals for positive personal and organisational growth through Functionality, Adaptability and Sustainability that is fed by:

  -  Open & Honest Communication

  -  Trust

  -  Transparency

  -  Recognition


Our Passion to assist organisations is founded in 25+ years of corporate in-house training and consulting that has culminated in the development of an Executive, Management and Human Resource Tool, that was years in the making and truly serves the organisation and everyone involved - at Every Level.

Work Culture Underlying Challenges

In talking with many managers...

Other Companies we have had the honour to work with...

Origins of the Culture Risk Analysis

The CRA is a product of having spent 25+ years working in the corporate sector consulting and conducting workshops for major organisations locally and internationally. 

This background coupled with previous years as an IT and Business consultant and studies in Organisational Behaviour, Abnormal Psychology and Psychotherapy, provided golden opportunities to work with the some of the worlds largest organisations.

A small example include: 

IBM: For 5 years on IBM's World Wide Project management initiative facilitating Project Leadership and Advanced Leadership workshops.

Fletcher Challenge: 10 years delivering Leadership and Behaviour based workshops, Fatigue Countermeasures and Emotional Energy Management Workshop

Hewlett Packard:  4 years with Hewlett Packards delivering Leadership and Project Management Fundamentals and accepted multiple invitations to deliver training at their annual Project Management University gatherings. 

Singapore Airlines: 3 years facilitating Team Dynamics and Work Culture based workshops. 

Shell Oil:  4 years delivering Project Leadership and Emotional Energy Management (Working in High Pressured Environments) workshops Leadership and Cultural change across Sth. East Asia.  (For more see desallen.com)

This international exposure enabled closer inspection of how working cultures developed and how management - employee relationships differ country to country, yet have commonality. 


Underlying Culture Challenges

Great Leadership at EVERY LEVEL Creates Great Companies

In talking with many managers and thousands of workshop attendees over the years around the world, it was clear that an enormous amount of time and money was wasted and lost due to the way people interacted and related to each other. 

This is the breeding ground for multiple dysfunctional cultures to evolve - within the same company. 

A main indicator was where Management (including Executives) failed to maintain connection with the workforce thereby missing opportunity to develop strong professional relationships and work ethic. 

Shareholder demands, KPI's and Performance were a common focus that was shared. The real human centred issues and what was really driving the company, were being ignored in the majority of cases.

More specifically - employees not being listened to; not having constructive feedback; not having a 'voice'; feeling undervalued and not being 'part' of the company; unrealistic expectations on work completion timeframes; and little or no concern on the personal impact decisions made had on a person. 

"At times we're not treated very well, we are only there to get the job done..." as one workshop attendee politely and succinctly put it. 

Variations on this theme was often presented regardless of the countries in which I conducted the workshops.

A core message here is, that poor working cultures transcend international boundaries. 

This is what led to me designing and developing the Culture Risk Analysis.