Trompenaars Hampden-Turner is a world class research-driven consulting firm that operates as a center of excellence from various locations around the world. We have unique ways to help people and organizations from different cultures and with diverse viewpoints work together. We help improve business performance in order for organizations to become more sustainable, its people more effective and its stakeholders more satisfied.

We start with business and make the link to culture, because culture provides the context within which people in organizations interact with one another and the world surrounding them. Therefore we work with all business implications of culture. These may be part of an organization’s globalization process, integration strategies, corporate identity, international change management, innovation, leadership, managing diversity or the ‘roll-out’ of building cross-cultural competencies. We make the business and people aspects of culture tangible and measurable using a wide range of well-proven instruments underpinned by our extensive research.

The company was founded in 1985 by Fons Trompenaars. Co-founder Charles Hampden-Turner is one of the most original thought leaders on the topic of reconciling cultural dilemmas. We work with a small team of experienced consultants who collaborate closely with our clients.


We actively support our clients in managing the business value of cultural diversity: 

  • We help you deal with cross-cultural challenges and dilemmas, whether they relate to national or corporate cultures, within your own organization or among stakeholders, you can depend on us.
  • We help you recognize and respect cultural differences in values, attitudes and behavior.
  • We teach you how to systematically reconcile the cultural differences to your advantage.
  • We help you find the opportunities in diversity, be it gender, functional, national or corporate.
  • You can expect positive effects to come from win-win outcomes, more productive cross-cultural relationships, improved bottom line results and a better reputation.


Our overall goal is to help people in organizations develop a shared understanding of business issues, irrespective of the diverse value orientations from which they start, and to help organizations realize the business potential of value differences by integrating them to a common purpose.

Our approach is based on the following 4 steps:

  1. Learn to Recognize cultural differences
  2. Learn to Respect different points of view
  3. Learn to Reconcile the dilemmas that result from the tensions between different value orientations (cultures)
  4. Learn to Realize the business benefits of implementing the reconciliations and embedding a mindset across the organization that continually reconciles dilemmas

Organizations need stability and growth, long-term and short-term decisions, tradition and innovation, planning and laissez-faire. The challenge is to integrate these opposites, not to select one at the expense of the other. You have to inspire as well as listen, to make decisions yourself but also delegate and you need to centralize your organization around local responsibilities. Our work is unique in that our focus has been to extend and apply our research on culture to giving much more attention to the reconciliation of differences rather than simply the identification of these differences. We have accumulated a significant body of evidence showing that reconciling values makes business more effective.

This approach is common to all our services, whether provided through speaking events, training, issue consulting or longer-term consulting projects. Depending on the needs of individuals, teams or the organization as a whole, the focus can be on any one or all the above steps. In our approach we focus on all levels to help:

  • develop Individuals to improve their intercultural competence;
  • Teams improve their performance by connecting different points of view; and
  • Organizations increase their effectiveness.

Organizations often focus on systems and process changes. Our own approach respects and in fact reinforces these change programs by focusing on the people who drive the change, and the culture they represent. When a culture change process is put in the context of realizing business objectives and solving business issues, its results are greatly enhanced.