Define mission, vision and core values as catalyst for successful growth

Define mission, vision and core values as catalyst for successful growth

Defining mission, vision and core values at SADC after COVID. Stronger together, with VIP as a compass. Growth in connectedness.

Customer

SADC (Schiphol Area Development Company).

Challenge

Core values and culture change

Duration

6 months

Who are we now? Who do we want to be and where do we want to go? Questions that are recognizable for an organization after a period of Corona. The arrival of a new management team was the perfect time for SADC (Schiphol Area Development Company) to work with VIE People on this, and in particular to determine the mission, vision and core values. 

The People & Culture kick-off 

Changing the culture after a period of Corona, how do you approach this? First, we started with an organization-wide People & Culture kick-off. With this, we scanned the organization in three focus areas: people, leadership and organizational culture.

From this scan we extracted the following key points at SADC:

  • Need for connection 
  • Failure to name core values and describe organizational culture. 

So here we were dealing with an organization that, due to various changes, wanted to re-examine its mission, vision and core values and its renewed identity. The organization's identity is important for achieving successes, making decisions and doing the right things to achieve its business goals. Core values provide connection which in turn contributes to good cooperation with each other, but also with clients. 

Workshop from individual, to a team to a winning team

We have begun to connect. While the annual team outing can be great fun, it takes more to really get to know each other well. One of the tools we deployed at SADC was using the Facet5 personality profiles. The first step was getting to know yourself. What are my motivations, my work preferences, my pitfalls and what type of leader am I? This made people aware of what they are naturally good at and what simply doesn't suit them, the well-known energy drains. 

During a workshop with the team, we took step two and in addition to ourselves, we really got to know each other. We identified the team's work preferences and how everyone complements each other by having different work preferences.

This has worked out well and SADC also feels it is important to give it regular attention and recur.

Brainstorming sessions with a core team

Okay, there was now insight and also more understanding of each other's work preferences and thus each other's differences. Time for the next step! 

With a team of employees, we began working out the core values. During several brainstorming sessions, we determined the core values together. Management provided feedback on this, but the success lies in the input from the core of the organization. This led to the core values: Connecting, Innovative and Professional, abbreviated V.I.P. Outside the project group, everyone recognized these values. Spot on!

Making core values part of HR

Having determined core values is one thing, but integrating and utilizing them is another. That is why we have already adapted a number of HR processes and incorporated the new core values. The core values are so concrete that we were able to translate it easily and quickly. 

Innovative for SADC, for example, means seizing and creating opportunities, as well as a fun and eye-catching onboarding process. 

Professionalism manifests itself in keeping appointments and feeling responsible for your work. 

These translations provide insight into the expectations an organization has of its employees and how employees can contribute to the strategic goals. Of course, this remains a continuous learning and development process. 

Want to learn more about core values? Read the blog: 'Defining your company's core values in 3 steps'.

Ready for further successful growth!

SADC has laid a very nice foundation over the past six months. The mission, vision and core values are clear, are in line with the multi-year strategic plan and help achieve the organizational goals. Even within this organization, lasting change requires time and continuous honing. We already look back very proudly at what we have achieved together. When the core values and culture are woven into all different facets within SADC and when people feel connected to the core values and to each other, we can rightly say it is a success! The road to it alone has created connection.

Wondering what we can help you with? Feel free to contact us without obligation!