Case Study: Integrated the values into the DNA

Company: Osprey Group

Background

Osprey Group, a mid-sized Heavy Lift engineering industry, recognized the importance of having a strong organizational culture centered on clear and actionable values. While the company had grown in size and expanded its operations, it became evident that there was a need for greater alignment across all levels of the organisation, ensuring that employees not only understood the company values but also lived them day-to-day. This case study outlines how Osprey Group embarked on a values integration initiative that involved engaging employees at every level, redefining the company’s core values through workshops, and embedding these values into performance reviews to ensure accountability and ongoing growth.

Objective

The primary goal of the initiative was to refresh and strengthen Osprey Group’s company values and integrate them into the company's DNA, ensuring that all employees understood how to apply these values in their daily work. The leadership team aimed to establish a clear framework for behaviour across the organization that employees could connect with and act on in tangible ways.

The Process

1. Employee Workshops

The first step in this transformation was to bring the company together to co-create a set of practical values. Leadership knew that for the values to be meaningful and embraced across the company, employees had to have a role in shaping them. A series of workshops were organised across all departments and levels of the company.

  • Workshops across the company: These interactive sessions invited employees from various teams to share their perspectives on the company’s current values, how they applied them, and what they believed should change.

  • Defining “What We Do” and “What We Don’t Do”: Through these workshops, a new framework was developed. Instead of abstract or vague value statements, the company decided to break each value down into clear, actionable behaviours under two categories: "What We Do" and "What We Don’t Do." This format made the values more accessible and applicable, giving everyone in the company a practical guide for how to behave and what to avoid.

    • For example:

      • Authentic:

        • What We Do:

          • I seek and provide honest, considered feedback.

          • I only say things about people I would only say to their face

          • I use respectful language at all time

        • What We Don’t Do:

          • Multitask in meetings, I am either in or out

          • I don’t demand what I don’t demonstrate myself (walk the talk)

These workshops not only helped define these behaviours but also created a sense of ownership and alignment across the company. Employees felt heard, and their input was central to reshaping the company's cultural foundation.

2. Launch at the Company Day

Once the revised values were solidified, Osprey Group hosted a company-wide event to officially launch the new values. This Company Day served as a key milestone in the initiative, ensuring that the entire organisation was aligned with the vision and understood the importance of living these values.

  • Presentation of values: The leadership team presented the newly defined values in a dynamic and engaging way. Visual materials, presentations, and real-life examples demonstrated how employees could embody the values in their roles.

  • Interactive sessions: Employees participated in group discussions and exercises that allowed them to explore how the values applied to their specific teams and day-to-day tasks. This helped reinforce the connection between the values and everyday work, making it more than just a top-down directive.

3. Integration into Performance Reviews

To ensure the new values were not just aspirational but were embedded into the company's operations, Osprey Group integrated the values into its quarterly performance reviews. This step was crucial to making the values a part of the ongoing performance management process.

  • Self-assessment and manager assessment: Employees were now required to assess themselves against the company's values, using the "What We Do" and "What We Don’t Do" framework. Each team member evaluated their adherence to the values, highlighting examples of where they excelled or areas where they needed improvement.

  • Manager assessment: In parallel, managers assessed their team members on how well they lived the values. This wasn’t just about productivity but about evaluating behaviour in line with the company's cultural expectations. Managers also assessed themselves, offering transparency in how they believed they exemplified the company’s values.

  • Mutual Feedback: The review process was designed to be a two-way conversation. Employees could rate their manager on how well they lived the values, creating a culture of accountability at all levels of the organisation. This mutual feedback system encouraged open dialogue, honest self-reflection, and continuous improvement.

Results

The values integration initiative has had a profound impact on Osprey Group’s culture and operational effectiveness. Key outcomes include:

  1. Improved Employee Engagement: Employees felt a deeper connection to the company’s values because they played a role in defining them. The workshops gave staff a sense of ownership, leading to higher engagement levels.

  2. Clear Behavioural Expectations: By breaking down the values into "What We Do" and "What We Don’t Do," employees had a clear guide for behaviour. This eliminated ambiguity and created a shared understanding of what it means to live the company’s values.

  3. Enhanced Performance Review Process: Integrating the values into performance reviews ensured that employees were consistently evaluated not just on their output but also on how they aligned with the company's culture. This balanced approach encouraged both professional and personal development.

  4. Increased Accountability: The two-way feedback system, where employees and managers both rated themselves and each other on the values, created a culture of transparency and accountability. It empowered employees to hold themselves and others to the same standards, fostering trust and collaboration.

  5. Sustained Cultural Alignment: By continuously reinforcing the values through quarterly reviews, the initiative ensured that the values were not a one-time campaign but a sustained part of the company’s growth and evolution.

Conclusion

Osprey Group’s values integration initiative is a prime example of how an organisation can refresh its culture by engaging employees at every level, co-creating a values framework that is practical and actionable, and embedding these values into key processes like performance reviews. By breaking the values down into “What We Do” and “What We Don’t Do,” the company made them relevant and applicable, ensuring that all employees had a clear understanding of what was expected of them.

This initiative has not only strengthened the company’s culture but also created a lasting impact on employee engagement, accountability, and overall performance. As Osprey Group continues to grow, its values will remain a cornerstone of its success, guiding the behaviour and decisions of everyone in the organisation.