Bringing Vision to Life: Culture Development at CEL
(5 pages of text)
The founder of Cisca Engineering Limited (CEL), a Canadian engineering consulting firm, announced in 2017 that she would be retiring in the following year. The company's president was considering how to leverage his soon-to-be-expanded authority to ensure that the company's vision and core values would effectively drive the organization's culture. He wanted to avoid vision and mission statements that were simply posted on the company's website and had little resulting impact on employee behaviour. How could he lead the organization beyond defining core values and vision to infuse these principles throughout the organization and to mindfully build a strong organizational culture?
This case can be used in both undergraduate and graduate courses on organizational behaviour, especially in modules related to organizational culture, vision, values, and strategic decision making. It is also suited to courses on human resource management, organizational change, and leadership. After completion of the case, students will be able to
- develop a process for crafting more accurate and meaningful vision and mission statements, and for defining a list of core values;
- explain how to manifest a vision and mission statement and core values into concrete actions that drive organizational culture;
- understand the elements that contribute to organizational culture; and
- demonstrate the need for alignment of each factor with an organization’s core values.
Professional, Scientific, and Technical Services
Canada, Small, 2017
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