Developping a shared vision

How a multinational company used Synthetron to develop a shared vision

Situation


A multinational energy company was at a turning point. They had grown by acquisition and had a fragmented corporate culture. There was no shared view of what they stood for.

Approach


We organised a series of 6 Synthetron sessions during a year to consider the mission, the corporate story, the values and how to bring it all to life.The gap between discussions allowed information to be analysed, assessed and incorporated before the next session.

Results


The approach addressed the feeling in some parts of the organization that they didn’t really belong, or that all the decision were made in HQ.
It also helped build team spirit as every month staff had the experience of working with global colleagues on an important question.