• #deep

Heubeck - the mission statement as the driving force behind organizational transformation

The specialists in occupational pension systems had recognized that their company needed to evolve in order to respond more effectively to rapidly changing market dynamics (#VUCA #BANI). They approached us with the desire to strengthen their identity and culture, and expressed the need for a new corporate mission statement.

In intensive preliminary discussions, we jointly defined the assignment: to create a vision that would set the framework for orientation, identification, and employee actions, while serving as a cultural foundation. At the same time, the vision should support the company’s strategic direction and, as a welcome side effect, increase its attractiveness to potential applicants. Based on this briefing, we developed a multi-stage process built around three core elements: Vision (strategic corporate goal), Purpose (corporate raison d’être), and Corporate Values (behavioral compass). The process consisted of two main phases – the development of a holistic guiding framework and its subsequent implementation in sub-stages.

Our aim: to create a holistic guiding framework that inspires and guides the future, and motivates the team to actively participate over the long term. A vision can only have an impact if it resonates with employees and is embraced and lived by everyone. Our to-do list was long – and we were highly motivated to get cracking.

The development phase began with an assessment of the current state through in-depth interviews with senior management. As a neutral party, we gained honest insights into the company. In projects like this, trust is a valuable asset – and a prerequisite for excellent results. That’s why confidentiality and careful handling of these insights are essential.

We applied the same approach when conducting an online employee survey to capture the current mood across the workforce. In the analysis phase, it’s just as important to identify what’s already strong and distinctive in the company culture as it is to uncover weaknesses or areas for change. This ensures that the new vision is built on a solid foundation rather than attempting to redefine everything from scratch.

The new mission statement was unveiled to the entire team during the summer party – the perfect setting to present the new strategic and cultural direction. All employees were actively involved, divided into mixed groups to explore and discuss the values and their impact in the three dimensions.

Each group then assembled “puzzle pieces” so that, by the end of the presentation, a 10-meter-wide and 2-meter-high illustrated image of the vision, purpose, and detailed values had emerged as a collaborative work.

The result was a striking Culture Wall that drew curious onlookers and sparked discussion – a manifestation of Heubeck’s new identity, culture, and positive future. Magical.

Together with the board and leadership team, we headed off-site for two days to Phantasialand near Cologne – leaving behind daily routines to give openness and creativity free rein in a future-workshop. We based the content creation process on the principles of co-creation resulting in an atmosphere that was respectful and appreciative. Various exercises were carried out with high engagement and genuine emotion.

As facilitators and coaches, we gave each topic and discussion the time it needed – and, when necessary, provided the decisive nudge to reach conclusions. The workshop produced comprehensive results, with fine-tuning completed afterwards via remote sessions. The outcome: a holistic guiding framework comprising a vision, a purpose statement, and five cultural values.

Each value was mapped to its impact on three specific dimensions, which were then explored in depth:

• Collaboration within the company

• Impact on customers

• Impact on society

The next step was to bring the vision to life and make it tangible for employees. We expanded the circle of stakeholders and invited leaders, their deputies, and interested employees to an idea workshop we had designed.

In addition to actively communicating the vision content, we used creative methods to generate concrete ideas for how the company’s values could be lived and strengthened in everyday work across all teams. This laid the foundation for the vision to reach every corner – and every mind – of the organization.

The new mission statement was unveiled to the entire team during the summer party – the perfect setting to present the new strategic and cultural direction. All employees were actively involved, divided into mixed groups to explore and discuss the values and their impact in the three dimensions.

Each group then assembled “puzzle pieces” so that, by the end of the presentation, a 10-meter-wide and 2-meter-high illustrated image of the vision, purpose, and detailed values had emerged as a collaborative work.

The result was a striking Culture Wall that drew curious onlookers and sparked discussion – a manifestation of Heubeck’s new identity, culture, and positive future. Magical.

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Heubeck - the mission statement as the driving force behind organizational transformation

Together with the board and leadership team, we headed off-site for two days to Phantasialand near Cologne – leaving behind daily routines to give openness and creativity free rein in a future-workshop. We based the content creation process on the principles of co-creation resulting in an atmosphere that was respectful and appreciative. Various exercises were carried out with high engagement and genuine emotion.

As facilitators and coaches, we gave each topic and discussion the time it needed – and, when necessary, provided the decisive nudge to reach conclusions. The workshop produced comprehensive results, with fine-tuning completed afterwards via remote sessions. The outcome: a holistic guiding framework comprising a vision, a purpose statement, and five cultural values.

Each value was mapped to its impact on three specific dimensions, which were then explored in depth:

• Collaboration within the company

• Impact on customers

• Impact on society

The next step was to bring the vision to life and make it tangible for employees. We expanded the circle of stakeholders and invited leaders, their deputies, and interested employees to an idea workshop we had designed.

In addition to actively communicating the vision content, we used creative methods to generate concrete ideas for how the company’s values could be lived and strengthened in everyday work across all teams. This laid the foundation for the vision to reach every corner – and every mind – of the organization.

The new mission statement was unveiled to the entire team during the summer party – the perfect setting to present the new strategic and cultural direction. All employees were actively involved, divided into mixed groups to explore and discuss the values and their impact in the three dimensions.

Each group then assembled “puzzle pieces” so that, by the end of the presentation, a 10-meter-wide and 2-meter-high illustrated image of the vision, purpose, and detailed values had emerged as a collaborative work.

The result was a striking Culture Wall that drew curious onlookers and sparked discussion – a manifestation of Heubeck’s new identity, culture, and positive future. Magical.

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