Is Culture a top-down initiative, driven from top leadership?
- It was important to initially get top leadership alignment on the Success Statements
- Inputs from their deliberations came from thousands of Employee Engagement Survey comments and over 60 interviews with a diverse sample of employees, upper and middle managers
- In June we will be kicking off an open process inviting large numbers of employees and managers across the company for their feedback on explaining what behaviors we expect for each Success Statement.
- This way we will ensure that Success Statements are practical, relevant to all parts of our business and tailored to drive the Culture we want at Oerlikon.
What does this mean for the Core Values, Competencies, Leadership Principles?
- Our Core Values will remain as our moral foundation
- The Leadership Principles will be discontinued
- Mid-term, the Success Statements will replace 25 Oerlikon Competencies in our people processes
- This will simplify & get clarity about the behaviors we most stand behind.
We had a big Culture Change Champion program a few years ago. Now we restart again. What is the difference and why will the Culture initiative be successful?
- This new start is different in three main ways
- New is that leadership is aligned around the 6 brief Success Statements as anchors to strengthen & align our Culture
- Leadership is also committed to “walking the talk” and themselves role modeling the behaviors and Culture we expect
- We also agree that demonstrating or not demonstrating the behaviors we expect should have consequences. Thus, in the mid-term, we will embed the Success Statements in our core people processes.
Will we train our middle-top management to behave more humbly?
- “Hunt as One Oerlikon team to create customer value” requires building trusting, loyal teams
- In the rollout activities which will gradually build across the business in 2021, pragmatic tools will help leaders & teams exchange feedback about how they can lead and work together even better
