The Challenge

The organization needed a shared direction, but developing a vision statement alone would not address the barriers affecting progress. Leaders and teams needed to understand the current situation, surface different perspectives, and agree on what the new direction meant for their work.

Harald’s Contribution

Harald helped assess organizational challenges and facilitated discussions with leaders and teams. LEGO SERIOUS PLAY sessions made different perspectives and underlying tensions visible and helped identify a common guiding idea.

The findings informed the new vision, a supporting framework, and implementation workstreams. The entire leadership team took part in development activities to connect the direction with their responsibilities.

Team discussions then addressed what needed to change in everyday work. Harald supported the connection between leadership behavior, improvement priorities, and implementation, including more agile ways of working where appropriate.

What Changed

The vision became a shared reference point for leadership development and organizational improvement. Leaders and teams had a clearer basis for discussing what needed to change and how their work contributed to the organization’s direction.

Implementation extended beyond communication to include team development, improvement initiatives, and changes in customer-facing operations.

What We Learned

A vision becomes useful when leaders and teams can connect it with their decisions, responsibilities, and ways of working. That connection needs to be developed alongside the vision itself.