Two years after the merger of Statoil and Hydro, the need arose to create a shared identity and understanding of values across the new company. While the fusion brought structural and operational changes, it also represented a challenging human and cultural transition. The NEMO – New Energy Mission & Orientation project was launched to build a unified internal culture and help employees take ownership of the company’s new direction.
Two companies with different traditions and cultures were now becoming one. The company’s new vision and values had to be communicated and anchored across all levels of the organisation. Top management wanted a concept that would equip both leaders and employees with tools than could help them reflect, discuss and actively participate in the change process.
Specifique was asked to design a pedagogical framework to support the implementation of the company’s new vision and values. The task was to develop a concept that not only conveyed the new strategic direction but also evoked emotion and engagement among participants.
We developed a group-based learning program where participants tackled concrete, everyday dilemmas. One of the core elements of the concept was the use of large, digital surfaces that acted as a visual map of Statoil’s new vales. Participants collaborated on tasks and reflection exercises while continuously receiving input and success stories from various parts of the organisation, demonstrating how the values could be applied to day-to-day operations. This was the first time Specifique developed a digital version of our dialogue mat.
In addition for the digital setup, we created a physical version of the dialogue mat for wider rollout within the organisation. Since the digital surfaces were not suitable for travel and transport, the physical format was used to reach target groups in other locations – both onshore offices and offshore platforms across Norway. The physical dialogue mat provided a clear visualisation of the company’s new strategic direction and the role of each unit in the value creation. It was supplemented with stickers, loose cards, case exercises, and videos to enhance the learning experience. Through this method, we managed to involve all Statoil employees in the transformation, regardless of role or location.
Our role spanned from concept development and content creation to facilitation, train-the-trainer, and implementation support. In close collaboration with Statoil’s communication and HR department we ensured that both leaders and employees were engaged in the process and that the program was tailored to the diverse needs of the organisation.
The result was an arena for ope dialogue about cultural differences, a shared identity for the new company, and a platform for value-based leadership. It also gave employees the chance to explore what the change meant for their daily work. The feedback from the client was that the program was perceived as meaningful and created a strong foundation for disciplinary collaboration and cultural improvement.
