This is part 2 of Shaping Organisational Identity, part 1 explored the benefits of having clear Purpose, Vision, Mission and Values (PVMV) statements and offered definitions each. Here I offer some suggested answers to typical questions I get around the process of developing these elements in the culture-shaping process.
WHO SHOULD BE INVOLVED?
Involve the Leadership Team from the start. Culture shaping is a top leadership responsibility and should not be delegated. The drafts emerging from this should then be further worked on and refined by a selection of key middle managers. They provide a degree of realism that top management may lack. Finally, involve a cross-section of people from the front line of your organization, e.g. supervisors, and ensure that you have a diverse mix of generations, functions, locations and national geographies.
Such sessions can be run virtually so geography should not be a barrier, although time zones may require some compromises around when to run them.
The process will need a small internal project team with accountability for delivering the final set of statements. We also suggest having an external facilitator/consultant to ensure the process is safeguarded and an objective ‘synthesizer of perspectives’ is following the output at each stage with the success of the project as their KPI.
WHAT ARE THE STAGES NEEDED?
Stage 1: Top leadership workshop – identifies the basic ingredients for the PVMV.
Stage 2: 1st draft by external facilitator & follow-up editing with a small project team
Stage 3: Middle management workshop – reacts to 1st draft and reworks PVMV.
Stage 4: 2nd draft developed by external facilitator & project team.
Stage 5: Collect feedback with a survey on 2nd draft with suggestions & comments.
Stage 6: 3rd draft prepared. Collect input from key stakeholders, e.g. Board of Directors. Translate into required languages in preparation for the next stage.
Stage 7: Front line Focus Group workshop – stress test the PVMV & imagine the impact of the PVMV in place and everyone acting accordingly.
Stage 8: Adjust final wording. Present back to top leadership. Develop a communication plan.
This process will take 2-3 months, so set timing expectations from the start rather than rushing through the process to an unrealistic deadline.
WHAT ARE THE SUCCESS FACTORS IN THIS PROCESS?
A committed and diverse project team of 2-3 members who will be involved in the refining process, arranging workshops, coordinating with the external facilitator and taking extensive notes during all events.
Availability of the CEO for regular check-ins. It is essential to ensure that the final versions are in line with their own perspective on how the PVMV will contribute to a longer-term strategy.
Don’t expect anyone to be naturally good at this. Since this process is not a typical core business activity for most people, both managers and front-line works will be using new mental muscles to capture concepts synthetically and articulate required organizational values and their behavioural equivalents. That’s where an expert facilitator can really help in the process of crafting the versions.
Creation of conditions for open and respectful exchanges and exploratory group work among participants during the workshops. An experienced facilitator should be able to develop the needed ‘working atmosphere’.
Dealing with all four PVMV elements at once, if possible. They are an ecosystem and coherence across all elements is required.
The right balance between who we were, who we are and who we want to become (legacy & aspiration) in the wording.
Language used that reflects the day-to-day ‘human’ language of the organization with an avoidance of ‘management speak’ or empty buzz words. We get people to always define exactly what they mean by every word in the PVMV. Clarity is key.
Ensuring that the final version is unique to our organization, so avoiding benchmarking or copying other organizations.
CAN AI TOOLS HELP AT ALL?
Yes, with the right prompts, we have found they can support (but never substitute) stages of this process. When you have reached a final version of the drafts it is helpful to ask if your output meets the criteria for well-formed PVMV. We have developed a prompt based on our definitions that generates a score out of 10 for each PVMV statement and offers suggestions for improvement. This simply provides another ‘sparring partner’ perspective to take into consideration in crafting your statements.
EXAMPLE AI PROMPT FOR ‘PURPOSE’
Input: Provide the company purpose statement you want me to analyze.
Desired Output: I should evaluate the above statement's efficacy based on the following criteria:
Contribution & Impact: Does it clarify the company's contribution to the world and its positive impact beyond profit?
"Giving Back": Does it imply the company gives back more than it takes?
Language: Does it use simple human language, avoiding buzzwords and jargon?
Sector Inspiration: Is it inspiring to people working in the company's field?
Length & Structure: Is it concise (ideally under 30 words) and a single sentence?
Starting Verb: Does it begin with a clear action verb (e.g., "To empower," "To pioneer")?
Additional Considerations: Briefly mention if the statement could be improved by adding specifics about the company's unique contribution.
Scoring: score each criterion out of 10 and give the purpose statement an overall score out of 10.
CONCLUSION
This article provides a roadmap for navigating the process of crafting an organization's Purpose, Vision, Mission & Values (PVMV) statements.
Key Takeaways:
Inclusive Engagement: Involve a diverse cross-section of your organization, from leadership to front-line employees in stages. This ensures a PVMV that reflects the collective spirit and resonates across all levels.
Structured Approach: The outlined eight-stage process provides a clear framework for gathering input, refining drafts, and achieving buy-in.
Authenticity Matters: Avoid generic statements and focus on creating a PVMV unique to your organization and its aspirations.
Expert Facilitation: An experienced facilitator safeguards the process, fosters open communication, and guides participants in developing effective PVMV statements. This is where we can really help, conducting such work globally in English, Italian, Spanish or German
AI as a Tool: While AI can't replace human interaction, with the right prompts it can be a valuable "sparring partner" by analyzing your PVMV drafts and offering suggestions.
By following these guidelines you can think through your PVMV development so that together they serve as a compass for your organization, guiding decision-making, inspiring and focusing your employees, and – if you can spread those values widely as behaviors – building a strong company culture.
Ready to take the next step? If you need to rethink your PVMV after a restructuring, the arrival of a new leadership team or after a merger then we are here to support you.
Share your thoughts! Have you embarked on a PVMV development process in your organization or have you worked on supporting organizations in this area as a consultant?
I'd love to hear your experiences and insights in the comments below.
