Client: German real estate company
160 employees
Project participants: 20 - 100
Period: 2023 - 2024
Contact: Thomas Huber and Dr. Diana Astashenko
Description:
There are times when even previously successful companies come to a fork in the road. They are faced with the decision to continue in their old lane or to take a bold new direction. This is precisely the point at which a company rich in tradition currently finds itself, having embarked on an inspiring journey: the journey towards a vibrant, value-based corporate culture.
At its core, this change begins with the conviction that values are more than just words on paper. They are not just a sign on the wall, but the driving force behind every decision, every interaction and every product. Values have the ability to influence corporate strategy - but they can do even more: they are consistently geared towards the implementation of this strategy. They do not remain on a theoretical level, but become tangible through daily behavior.
In a systemic understanding, strategy-oriented values are the starting point for renewing all structures, processes, systems and behaviors in a company and aligning them with the future.
The central steps on this journey were the implementation of workshops, which initially began with a “values team” and the managers and then culminated in a major event: With intensive participation of employees at all levels, the strategy was discussed and then strategy-oriented values were developed and formulated.
“Customer focus”, ‘Innovation leadership’, ‘Commitment’, ‘Collaboration’ and ‘Responsibility’ - these five values have been defined as the core of the new corporate culture. But what do these values really mean?
The workshops have shown that “customer focus” means not only meeting the needs and expectations of customers, but exceeding them. Innovation leadership is the willingness to dare to make progress and to create unique selling points through excellent products and agile processes that set the company apart from its competitors. “Willingness to perform” is understood not only as the pursuit of excellence, but also as the willingness to make bold decisions and break new ground.
The value of “collaboration” is particularly exciting. It stands for a culture of mutual respect, open communication and shared success. The workshops worked hard to understand what effective collaboration looks like in a diverse and dynamic working environment. The participants passionately discussed trust, transparency and how they can achieve goals together - always under the motto: “We are one company.”
The value of “responsibility” rounds off this foundation of values. Responsibility means always considering the impact of decisions and safeguarding the company's assets in the long term. It is about actively shaping processes and communicating openly - both internally and externally.
However, the real breakthrough in this corporate transformation lies in the transfer of these values to the actual day-to-day work of people and departments with the help of self-reflection. Self-analysis tools were used to promote the individual integration of the values into everyday working life. Employees reflected on how their personal values are in line with the company values and what specific steps they can take to further develop their own professional roles within the company.
This reflection is not a one-off act, but an ongoing process that is repeated at regular intervals to further strengthen the integration of values.
Together in the departments, they also review the extent to which they can further develop existing decision-making processes, cooperation with other departments, even their existing products and the relationship with their customers in line with their desired values.
Values work is therefore a crucial tool for anchoring and driving forward the corporate strategy. By making values the central orientation, not only is inner satisfaction increased, but the company's innovative strength and performance are also strengthened.
The clearly defined and “translated” values create a common foundation on which the company builds its future direction - a new normality that all employees strive for and want to implement in their behavior.
The path requires courage to question old habits and even more courage and courage to break new ground. However, the enthusiasm and commitment that was palpable in the workshops shows that this change is welcome. The values are now the backbone of the new corporate culture - and the basis for a future that not only inspires the market, but also the people in the company.
This transformation is in full swing. It is a call to all those who want to actively shape the future. This company has deliberately chosen the path not only to survive in its sector, but also to grow and excel through a strong, lived culture of values. Because in the end, while it is the goals that define a company, it is the values and behavior that it embodies - and that are consistently aligned with the implementation of the strategy.
