What Is Deloitte Business Chemistry?

The Deloitte Business Chemistry model was created by Deloitte co-workers Kim Christfort and Suzanne Vickberg, who first explained it in their 2018 book Business Chemistry

According to Deloitte’s website, the Business Chemistry framework “provides a simple yet powerful way to identify meaningful differences between people’s working styles.

The company also states that the framework is “used by hundreds of thousands of professionals around the world to build stronger relationships, increase team performance, and create exceptional organizations.

Understanding Deloitte Business Chemistry

Deloitte Business Chemistry is a model that organizations use to develop emotional intelligence within teams.

In more concise terms, Business Chemistry is a way to increase the emotional intelligence of individuals with organizational teams.

It is well suited to businesses that often pose the following questions:

  • Why do some colleagues click while others clash?
  • Why do some teams excel, and others falter?
  • How do leaders make or break team potential?

Based on extensive research and analytics and years of proven success in the industry, Deloitte developed four different learning styles which comprise various behaviors.

Employees tend to exhibit a mix of all four styles but will favor one over the other.

These styles, which are explained in the next section, enable employees to:

  • Better understand the working styles of others and how they react to external stimuli.
  • Discover the unique composition, characteristics, and skillset of their teams.
  • Adapt their style to suit various contexts and better engage with co-workers, and
  • Create fun, memorable experiences that facilitate active learning.

The four primary Business Chemistry working styles

Let’s now take a look at each of the four Business Chemistry working styles:

  1. Pioneers – individuals that enjoy taking risks and are open to new possibilities. They tend to be imaginative, creative, spontaneous team members who place less emphasis on finer details or how things have been done in the past. Unsurprisingly, pioneers are advocates of brainstorming and other methods of collaborative idea generation. They’re also comfortable with ambiguity and are adaptable to change.
  2. Drivers – Deloitte notes that drivers love a challenge and can generate momentum even when it’s difficult. They tend to be focused, competitive, and adept at determining the shortest possible path to their objective. They’re also logical, technical, quantitative, and disdain small talk. But they do respect those who are at their level.
  3. Guardians – these individuals are best known for their stability. They are methodical, disciplined, and meticulous, and only move forward once a solid foundation has been established. Guardians also believe it is important to follow a structured process when completing a task.
  4. Integrators – as the name suggests, integrators love to create connections between people and ideas. They possess a trusting nature and the ability to develop meaningful relationships that extend beyond standard networking or team collaboration. Integrators are also more than happy to help when required and will always do so with a smile on their face.

Key takeaways:

  • Deloitte Business Chemistry is a model that organizations use to develop emotional intelligence within teams.
  • Deloitte Business Chemistry is a way to increase the emotional intelligence of individuals with organizational teams. It seeks to provide clarification on common organizational problems around team harmony and effectiveness.
  • Deloitte Business Chemistry is characterized by four working styles: pioneers, drivers, guardians, and integrators. Whilst employees may embody a mix of all four styles depending on the context, they tend to prefer one style over the others.

Connected Management Frameworks

Change Management


Change Management

Change is an important and necessary fact of life for all organizations. But change is often unsuccessful because the people within organizations are resistant to change. Change management is a systematic approach to managing the transformation of organizational goals, values, technologies, or processes.

Kotter’s 8-Step Change Model

Harvard Business School professor Dr. John Kotter has been a thought-leader on organizational change, and he developed Kotter’s 8-step change model, which helps business managers deal with organizational change. Kotter created the 8-step model to drive organizational transformation.

McKinsey’s Seven Degrees

McKinsey’s Seven Degrees of Freedom for Growth is a strategy tool. Developed by partners at McKinsey and Company, the tool helps businesses understand which opportunities will contribute to expansion, and therefore it helps to prioritize those initiatives.

McKinsey 7-S Model

The McKinsey 7-S Model was developed in the late 1970s by Robert Waterman and Thomas Peters, who were consultants at McKinsey & Company. Waterman and Peters created seven key internal elements that inform a business of how well positioned it is to achieve its goals, based on three hard elements and four soft elements.

Lewin’s Change Management

Lewin’s change management model helps businesses manage the uncertainty and resistance associated with change. Kurt Lewin, one of the first academics to focus his research on group dynamics, developed a three-stage model. He proposed that the behavior of individuals happened as a function of group behavior.


The ADKAR model is a management tool designed to assist employees and businesses in transitioning through organizational change. To maximize the chances of employees embracing change, the ADKAR model was developed by author and engineer Jeff Hiatt in 2003. The model seeks to guide people through the change process and importantly, ensure that people do not revert to habitual ways of operating after some time has passed.

Force-Field Analysis

Social psychologist Kurt Lewin developed the force-field analysis in the 1940s. The force-field analysis is a decision-making tool used to quantify factors that support or oppose a change initiative. Lewin argued that businesses contain dynamic and interactive forces that work together in opposite directions. To institute successful change, the forces driving the change must be stronger than the forces hindering the change.

Business Innovation Matrix

Business innovation is about creating new opportunities for an organization to reinvent its core offerings, revenue streams, and enhance the value proposition for existing or new customers, thus renewing its whole business model. Business innovation springs by understanding the structure of the market, thus adapting or anticipating those changes.

Posci Change Management

According to Prosci founder Jeff Hiatt, the secret to successful change “lies beyond the visible and busy activities that surround change. Successful change, at its core, is rooted in something much simpler: how to facilitate change with one person.”

Read Next: Change Management.

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