WHAT WAS THE CHALLENGE?

We needed to define our core values with new a new set of corporate values, that reflected our new company AVISEQ.

AVISEQ was formed in 2020 when the Aviation & Security Business Area was acquired by the Swedish Civil Aviation Administration from Eltel Networks. We had a long and proud history from Eltel, but it was important for us to build the new brand AVISEQ from scratch. We had developed a well-anchored mission and strategy for the new company and we wanted the new corporate values ​​to reflect both the existing culture in the company and strengthen the new business plan we have adopted for the company.

The mission was to define new corporate values ​​for AVISEQ. We wanted the work to strengthen clarity, collaboration, and pride throughout the company. It was therefore crucially important that the new values ​​were consolidated and implemented throughout the company. We wanted all employees to support our new values ​​and truly live them in everyday life, to truly build a successful company.

WHAT WAS THE SOLUTION?

We started by setting up a project plan and appointing project resources. We appointed 1-2 ambassadors from each team to represent the different geographies and perspectives in the entire organization. We also gave all employees the opportunity to answer to a number of digital survey questions to gather important baseline data.

The solution included the following three steps:

1. Define AVISEQ’s core values, purpose, and identity

We developed AVISEQ’s core values ​​based on the business plan and vision. We realized early on that an important building block, the purpose, was not clear enough. Doings challenged us to formulate our purpose to capture our basic values ​​and drivers. With the purpose as a starting point, we developed our core values ​​and our new values ​​in an inclusive process involving large parts of the company. Both the management team and the reference group were involved, as well as all ambassadors and then the reference group again.

2. Communicate and anchor the new corporate values

After having defined the new corporate values, they ​​were communicated and anchored throughout the organization in two steps:

• Give leaders pre-knowledge and strengthen them to create engagement around the values – The leaders received pre-information material about both the purpose and the work process in the development of AVISEQ’s core values, as well as customer and employee promises. All managers also received a ready-made workshop concept to simplify and improve anchoring discussions with their teams. All managers were trained in “facilitative leadership” to strengthen them in translating the workshop concept into practice and creating engagement around the values ​​in their teams.
• Communicate and anchor the new corporate values ​​in an all-hands meeting with all employees – An all-hands meeting was held for all employees so that everyone would get to know the values ​​the company had chosen at the same time. It was important to talk about how we had worked to come up with AVISEQ’s new corporate values, that it was a joint effort, and that the new corporate values ​​are important puzzle pieces in AVISEQ’s business development to jointly achieve the goals

3.  Activate the new corporate values ​​through local workshops

All leaders conducted local workshops with their teams to take the next step in working with the core values. They reflected on and discussed how they want and should act in their everyday lives to live up to the new corporate values ​​by agreeing on at least five concrete behaviors. It was also central to make sure that everyone knows how each person wants and can contribute. Doings inspired us to find creative and effective ways to involve all parts of the organization without taking up too many resources. An important reminder for us in our continued development work!

WHAT WAS THE RESULT?

In close collaboration with the entire AVISEQ, Doings has contributed to the work of values ​​and culture by:

• Defining new corporate values ​​that reflect our existing culture
• Defining our customer and employee promises that clearly guide us in what our customers and employees should feel and do
• Implementing our new core values ​​with clear expected behaviors in each team
• Activating a more facilitative leadership where managers confidently lead their teams in constant dialogue and together live up to our new corporate values
• Activating behaviors that suit all teams and geographies and that will contribute to a positive culture, more efficient work supporting AVISEQ’s business plan.

AVISEQ Critical Communication AB is a Swedish state-owned company that monitors, operates, and maintains technical equipment and systems throughout Sweden.