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Evaluating your organization’s focus and direction following a time of change.

Through Incite’s work with clients that have gone through a merger or acquisition, we’ve seen the need for the two organizations to align themselves with a strategic plan that represents where the company is headed as a new, combined entity. A core part of this is often a close evaluation of their overall direction as defined by their mission, vision, and core values. The business direction is changing post-transaction – has the organization’s strategic plan changed enough with it?

To start, let’s confirm some key definitions (at least for the purposes of this post).

An organization’s Vision is a broad description of why it exists. It should articulate its core purpose and the value the organization provides. It should inspire you when you read it. It sets the direction and describes its future intent in an exciting way.

A Mission statement creates focus, answering the question of how you achieve your vision. What, broadly speaking, is the space you play in and what does your organization uniquely do, in the present, to contribute to the goal of the vision?

Core Values are a set of values that guide behaviour. They describe the culture of an organization, determining how you always conduct business. They represent the beliefs of an organization and need to resonate with both your employees and external stakeholders.

Together, the vision, mission, and values act as a compass for teams to accomplish their goals. They should be the foundation of organizational planning, decision-making, and even performance evaluation. They are the key pieces of information that keep teams laser-focused on what they are trying to achieve.

The question we often hear is, “how can our mission, vision, and values support us moving forward?” In changing times, is our organizational compass strong enough? Will our compass keep the team connected to a goal, and on the same clearly defined path?

We know that in the demanding phase of integrating people and processes, it’s even more critical to commit to your vision – double down on the things that guide your team. People are seeking inspiration and a purpose for their work. Your team needs a deep connection and understanding of a common goal they believe in, now, more than ever.

If you’re moving through change or nearing the completion of a transaction, we suggest an evaluation of your own compass. Ask yourself:

  • How often did we reflect on our mission, vision, and values in decision-making surrounding this deal?
  • How often did we talk about our mission, vision, and values over the last year with our team? How can we do it more moving forward to increase buy-in to the change
  • How well did our mission, vision, and values resonate as we moved through changes, big or small? Or how well will it?
  • How relevant are our mission, vision, and values as we operate today? Do we need to make adjustments as a combined entity moving forward

Remember, culture is built on clarity, a belief in a common goal, and a commitment to how to get there. What are you doing to incorporate your mission, vision, and values into daily work life for your team? Going forward, leveraging your vision, mission, and values will be even more important, as we continue to evolve as organizations. If we are committed to our new goals, culture and engagement should rise to the top, with your compass leading the way.