We spoke with managers about their everyday challenges.
We involved our Work Environment Organization (AMO).
And we asked colleagues across the site what would help them.
The goal was simple: create something that truly supports leadership.
Because the real value of a survey is not the data.
The value lies in what you do with it.
Being a high-performing organization also means having the courage to ask difficult questions.
We included topics such as leadership, collaboration and friction between departments.
Not because we expected problems.
But because we wanted to understand where we could improve.
For me, one thing was very clear:
The risk of silence is far greater than the discomfort of truth.
And the survey gave us exactly what we hoped for: clarity.
Some results confirmed what we already believed – like the importance of flexibility for well-being.
Others helped us sharpen our focus.
One example was what we called a “strategy gap”.
While leadership understood the strategy well, many colleagues wanted more support in translating it into their daily work.
This helped us strengthen communication and make our strategy more tangible.
