The challenge
Kolumbus faced rapid changes with a new toll ring and rising passenger numbers. They needed to unite 450 drivers from different companies and backgrounds. The goal: turn scepticism into pride—creating real teamwork, a service mindset, and a shared sense of identity.
What we did
Canoe consultants have worked closely with Kolumbus and this programme over a multi-year period, supporting the company's culture journey and continually developing tools and practices in partnership with Kolumbus and stakeholders.
We have facilitated in-depth insight work with drivers and leaders, mapping trust barriers and multicultural perspectives. The team led a series of workshops, co-creative prototyping sessions, and the development of a cultural "KULtursafari" game to build service awareness. Drivers gained new routines, tackled challenging situations together, and practised language and behaviour skills. Ongoing implementation support — from routines and meeting places to leadership involvement — secured buy-in and sustainability.
Canoe continues to support Kolumbus in scaling and embedding these practices. The collaboration remains active, ensuring new challenges are addressed and results are sustained.










Impact
- 13.3% passenger growth in the region.
- Driver satisfaction increased from 3.9 to 4.5 out of 5.
- Kolumbus nationally recognised for its mobility culture and service excellence.
- Sustained behaviour change measured through customer feedback and operational metrics, not just workshop evaluations.
Why Canoe
Kolumbus had tried external training providers and internal workshops before, but none created lasting change. Canoe combined culture design, behavioural science and long‑term implementation support to build a programme that stuck with drivers and delivered measurable results for passengers.

