A lot has happened since the values workshops started at the end of June: Anne Seidel and Birgit Macele – both responsible for People-, Organization- and Culture Development – have since conducted a total of ten workshops at VTG locations in Europe.
The goal was always the same: to talk to employees about how we want to work and interact with each other in the future – and then develop new VTG values from that, which will serve as a compass for the transformation and the time after that.
Not at all “tired of business”
What did all the workshops have in common, according to the two of them? The openness of the participants! “It was great to see how our colleagues engaged with what Birgit and I had prepared for them,” Anne says. “Every single workshop was characterized by a great openness and a desire to get involved.”
Anne was particularly impressed by the commitment of the “VTG veterans”, i.e. employees who have been with the company from the very beginning: “Many of them have already accompanied the development of a wide range of corporate values,” she explains. “And yet they are still open to new ideas and are anything but ‘tired of the company’.” It is precisely these colleagues, she says, who understand that values – like companies themselves – can change.
„Each workshop was characterized by a great deal of openness and a desire to get involved.“
Anne Seidel and Birgit Macele (People-, Organization- and Culture Development)
“Of course, we also experienced insecurity and caution in some of the workshops,” adds Birgit. Nevertheless, she also perceives the employees’ great willingness to change and to help shape the process – and their strong need for discussion and exchange, whether in general or with regard to values. “The more the participants discussed the meaning of the individual values, the more they realized how important it is to have a shared understanding of them, “ explains Birgit.
Going with the Flow
Anne and Birgit also had to be very open. “The motto ‘Go with the Flow’ certainly helped us,” says Anne, “because each group had a new, very unique dynamic.” So, for example, at the end of some workshops there were no concrete values as a result, “but nevertheless many valuable results with which we can continue to work.”
And then? The aim is to combine the employees’ ideas with those of the Executive Board and to finally define the new values – and then to gradually bring them to life.