Original Date: 08/14/2000
Revision Date: 01/18/2007
Best Practice : Strategic Mission and Values Statement
With the 1998 merger of Stryker Osteonics and Howmedica, the leaders of the company wanted to bring the employees together with a clearly understood mission, not just a poster on the wall. In addition, the company wanted to gain customer loyalty by exceeding their expectations and establishing a unique bond with them that transcends everyday business interactions. As a result, the company developed its Strategic Mission and Values Statement. An ongoing company-wide campaign keeps the mission, objectives, and values message fresh and highly visible to employees.
With the 1998 merger of Stryker Osteonics and Howmedica, the leaders of the company felt they were truly poised to lead the marketplace. However, they also realized this goal needed more than just sales and profits to succeed. It would require the efforts and talents of every employee working toward a common mission and values. Howmedica Osteonics wanted to bring the employees together with a clearly understood mission, not just a poster on the wall. In addition, the company wanted to gain customer loyalty by exceeding their expectations and establishing a unique bond with them that transcends everyday business interactions. The challenge was to get the message out and engage all employees. As a result, the company developed its Strategic Mission and Values Statement: To be the recognized leader in global orthopaedics by building intense customer loyalty to Howmedica Osteonics.
With help from the Human Resources and the Marketing Communication Teams, Howmedica Osteonics launched its slogan, “Building Intense Customer Loyalty,” at a July 1999 meeting. Here, the company’s President introduced the strategic mission and values, and challenged Managers and Team Leaders to bring the message back to their respective teams. Next, seven leaders representing cross-functional teams described what the values meant to them personally as well as what they meant to the teams and the company. The momentum continued throughout the year with various activities, including using the new slogan as the theme for the Howmedica Osteonics National Sales Meeting in January 2000. At this event, the President and Vice President of Sales introduced the company’s strategic mission, vision, and values to the assembled selling group. Since the initial kickoff, the Team Leaders have communicated the company’s strategic mission and values to every employee. Team Leaders have discussed the impact that each employee has on the success of the corporate mission, as well as provided clear directions as to how they can specifically contribute to the company’s Corporate Objectives. An ongoing company-wide campaign to maintain the excitement and commitment toward the mission includes employee quarterly meetings held by the President and staff at the Allendale and Rutherford, New Jersey plants. Additionally, an extensive communication package consisting of keepsake gifts, screen savers, signage, videos, and customer testimonials are made available to employees and sales personnel. Howmedica Osteonics keeps the mission, objectives, and values message fresh and highly visible to its employees through ongoing newsletters, voice mails, and the highlighting of behavior simpatico with the company’s values and mission.
Translating the success of communicating and achieving Howmedica Osteonics’ Strategic Mission and Values Statement is best left to the bottom line of sales and growth, and the measure of employee engagement in the process. The company reports it is achieving its annual profit growth rate of 20% and is on track to achieve its stretch goal of $1 billion by 2004. The internal Gallup Q-12 Survey also indicates that employee attitude is scoring high in the following categories: mission correlating to their job, understanding of expectations, commitment to doing quality work, and having the appropriate materials/equipment to perform their work. Overall employee satisfaction is in the 63rd percentile of all companies in Gallup’s extensive database.
For more information see the
Point of Contact for this survey.