Following an MBO the new management team were concerned about the culture of the business.  One of the first things they did was to create a VMOST (Vision, Mission, Objectives, Strategy, Tactics) to deliver on a 5 year plan, job done.... no it was just the start.  This was then over to me to translate it into our strategic roadmap and driver for our business.

Development of values icons and messaging to aid understanding branded through a series of communication tools alongside an approach to integrate within 1:1 documents ensuring managers were thinking about the values and how they relate to their working task.  Communication tools were developed to  raise employee awareness and engagement.

The new framework transformed the five-year strategy from a top-down directive into a shared purpose across the business. Employees had a clearer understanding of the company’s direction and how their roles contributed to it.

The values became part of everyday language — guiding behaviours, shaping conversations in 1:1s, and forming the basis of internal recognition and performance discussions. Leadership reported stronger alignment across departments, and employee engagement with the strategy significantly increased.

What began as a board-level vision became a living, breathing part of the organisation — driving culture, focus, and accountability at every level.