Prof. Peter Drucker:
"Culture eats strategy for breakfast..."

International expert in organizational culture change, with years of experience and field-proven results

I help organizations build effective perceptions, implement new approaches and improve the behaviors of their people. All these lead to success, competitive advantages and growth, while providing both customers and employees with a trusting and collaborative environment.
I began my journey as an expert clearing relationship obstacles about 20 years ago, when I joined my father, Dr. Claude Zarrouk, who developed organizational customer-centric cultures that he implemented in more than 20 countries. That’s how I started learning the business and discovered my passion for connecting people. Eventually, I developed my own method, which increases the sense of security among people, and increases their ability to ask for and receive help one from another to achieve the organization’s objectives. More That was the beginning of my journey working with management teams and managers in Israel and around the world, helping them change perceptions and behaviors and become customer focused. My international experience enables me to manage complex and changing situations, create measurable, long-term results in very short periods of time, and quickly motivate the entire human capital of an organization. I achieve all this by providing direction and conveying powerful and experiential messages in an unorthodox, enthusiastic manner.
Among our customers are leading Israeli enterprises and institutions, including Strauss Group, Bezeq, Orbotech, HPE, Hapoalim, Mizrahi Tefahot, Elbit, Mekorot National Water Company, Galilee Medical Center, Maccabi Healthcare Services, Soglowek, Clalit Health Services, Frutarom, Syngenta Zeraim Gedera, Hachshara Insurance Holdings, Migdal, Tmura, Schestowitz Company, Neopharm Group, Israel Fire and Rescue Services, the Israeli air force, Israel Police, Hashomer Hachadash, and the Or Movement.

I believe that:

  • Each individual has the right to live a meaningful life.
  • The essence and purpose of life is in the relationship and connection between people. That’s the magic, where it all begins and ends. It has to do with my education at home, having enjoyed a very rich family life where people were always generously giving.
  • Success and motivation in the organization are achieved when there is sharing of meaning, trust and cooperation between employees, and between them and the customers.
  • Partnerships are important because it’s not possible to be successful alone under complex conditions.
  • I’m a firm believer in laughter and humor. They are rooted in my philosophy, in how I live, and in what I bring to my work. Laughter and humor are work tools that help us move forward, reduce friction and create a constructive and harmonious atmosphere that enables us to develop and grow.
"The enterprise is a living organism that can repair and heal itself."


The Method

  • Setting goals, targets and indicators

    Setting Objectives, Targets and KPIs

    Together with management, we set the objectives, targets and KPIs for the desired change in the organization’s culture, and for developing trust and partnerships inside and outside to create a profitable customer experience. To ensure the success of the process, managers and employees must clearly identify the relationship between the process, the strategy and their work plans. Thanks to this process, it is possible to remove initial obstacles. I adapt the process to the needs, uniqueness and culture of each organization. Success is achieved when the management team agrees on the targets, objectives and business measurements.

  • Conceptualization

    The Philosophy

    In a two-day workshop, the management team goes through a process of evaluating perspectives aimed at expanding their sense of responsibility in four main areas:

    • Personal responsibility as members of management team
    • Management’s commitment to customers
    • Partnership and collaboration with colleagues in the organization
    • Perception of the employee – as managers, how do they perceive their responsibility in their relationship with employees?

    To clear relationship obstructions, people must take responsibility. This leads to the development of an organizational language. This is achieved through individual and group exercises that are provocative, thought provoking, challenging, and fun. Conceptualization generates a new language that leads to a change in perception. In turn, this becomes a new organizational language that leads to change – the ultimate desired result.

  • Skills development Jam Clearance

    Developing Skills to Clear Relationship Obstructions

    Managers practice how to take pride in the accomplishment of others and to give face-to-face feedback based on simple structured rules. They write down what they plan to say to colleagues and employees. After preparing them using clear guidelines, they begin to read the feedback. The next stage is to learn the methodology and receive feedback and compliments from others.
    At the end of the exercise, participants learn how to translate the feedback into an agreed-upon applicable action plan that aims at improving the organization’s performance. This is a constructive, safe and evolving process that ensures that people’s feelings are not hurt and where nobody is offended.
    The results of this phase are better partnerships, less wasted energy, and increased customer value. It is an open, legitimate process that enables people to openly talk about complex and sensitive issues.

  • And absorption of long-term corporate language

    Changing the Organizational Language over Time

    After the third phase, monthly guided meetings are conducted to apply the new learned language until it becomes part of the organization’s DNA. At a monthly 3-hour management meeting, the team maps successes, failures and obstructions that were cleared(or not cleared) since the previous meeting, within the group, with customers and partners, in the company, among management levels and in other work-related interfaces. An analysis of these events leads to overcoming the hurdles on the way, and enables to implement a culture that is willing to learn and draw conclusions. Strategic customers, partners and employees are invited to participate in these meetings as needed.

  • Expanding the circle

    Expanding the Reach

    Once the process has been implemented by management, one or two other levels are incorporated so that they can learn and adopt the new cultural language and skills. Then they participate in some of the management’s meetings.

"In a complex, constantly changing world, the most important threat the organization faces is its arrogance."

Success Stories

Successes Strauss

Strauss Group

Successes Bezeq


Successes Baruch College

Baruch College New York

Successes Frutarom

Frutarom Israel

Successes Shomer Israel

Hashomer Hachadash

Successes Hewlett Packard Enterprise

Hewlett Packard Enterprise

Successes Pama

Pama Leasing

Blue Bridge Baltic

Blue Bridge Baltic UAB

Successes Cécile Dubrovin - France

Cécile Dubrovin - France




360-degree process with senior management teams to develop an organizational culture that leads to a successful implementation of the strategy and to optimum business results.



  • Better service and customer experience More...Experiential, energetic meeting that gives participants practical tools to improve customer experience. The workshop develops a sense of responsibility in customer relationships, cultivating a sense of trust and added value, and increasing the company’s profitability. The workshop lasts 1-2 days depending on the customer’s needs.
  • Teamwork and partnerships More...Experiential, hands-on workshop that develops a sense of responsibility among participants. They learn to manage relationships based on trust and partnership and obtain tools to clear relationship obstacles. The workshop lasts 1-2 days depending on the customer’s needs.
  • Interfaces More...Experiential, hands-on meeting that deals with the various interfaces in the organization, providing people with the tools to clear relationship obstacles. The workshop lasts 1-2 days depending on the customer’s needs.
  • Managements’ development More...Series of 8-10 meetings of 4-8 hours each for developing leadership that will generate trust, leading employees to work together and motivating them to improve customer experience.


  • Growth and success in a complex and changing world

  • Conditions for expanding innovation in the organization

  • Improving customer experience

  • Trust and partnership

  • Interfacing with others

Duration: 60-90 minutes.

"Everything has to do with our ability to listen."