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Culture continues to be an important focus for us as we strive to continually deliver stronger customer experiences. Recently, we have worked across the whole organisation to redefine our future culture to achieve our new vision.
Working alongside our culture and performance consultants, our People team engaged with a range of stakeholders within the organisation. Using a variety of methods, they gathered comprehensive data and insight to understand our current strengths and development areas. This first phase of discovery and diagnostics included the facilitation of a series of culture labs, face-to- face meetings and events, providing the opportunity for individuals and teams across the business to openly share their views on our culture.
The Culture Programme Project team incorporated these results with the data from our recent diversity, inclusion and belonging audit; our Civil Service People Survey; and Investors in People and Institute of Customer Service surveys. This comprehensive approach ensured the team gathered enough information and insight to fully understand the current culture of our organisation, helping to inform and support opportunities on where we go next.
From the wealth of data collected, six key areas emerged, including clarity of vision and focus, customer centricity, trust and accountability, and psychological safety and belonging. The team paused before moving into phase two, ‘co-creation of our future culture’, as it was evident from insights gathered that there was an opportunity to develop a new corporate vision and understand how our culture and behaviours need to evolve to achieve it.
Working closely with our leadership teams and culture and performance consultants, the project team developed a new vision statement. This coincided with the development of our new corporate and business plans and provided the start to the culture blueprint and behaviours our organisation needs to successfully deliver our maritime products and services to customers.
Phase two, ‘co-creation of our future culture’, is underway, identifying and shaping the desired culture by prioritising the behaviours and ways of working. Our existing values of Together, Discovery, Excellence and Responsibility provide the foundations to this. We will prioritise the behaviours and ways of working that resonate with these values to ensure our people have the clarity, skills and tools needed to deliver positive customer experiences.
BodyWe are striving to achieve our strategy and vision to be the beacon for quality, innovative maritime navigation solutions, trusted by partners and customers worldwide.
Looking ahead, the Culture Programme Project team will also take part in a culture roadmap session, seeking to understand the most effective and impactful way to launch and embed the new culture blueprint and framework within our organisation. This roadmap will bring together all existing business activities and initiatives connected to the culture workstream, and plan ahead the activities needed to bring the desired culture to life, exploring how it connects to and influences the employee experience.
This roadmap will provide the organisation with a clear view of what is included in phase three, ‘activation and embedding’. Here, we will seek to create clear leadership expectations and understand how we can create an environment in which everyone has the capability, opportunity and motivation to demonstrate our priority behaviours. This will give the whole organisation the foresight on the activities and programmes that will activate the culture across the UKHO in a genuine and meaningful way.
As we continue on this journey, our people will play a pivotal role in collectively shaping a stronger, more high-performing culture in our organisation, striving to achieve our strategy and vision to be the beacon for quality, innovative maritime navigation solutions, trusted by partners and customers worldwide.