Interview with Alexander Wiegand on the Ongoing Culture Survey

“The further process will help us achieve our ambitious 2030 goals”

In the spring, WIKA launched a global culture survey. In the meantime, the (online) survey and the individual interviews in all regions have been completed. The results will soon be available. In this interview, Managing Director Alexander Wiegand talks about the importance of this survey in the context of Strategy 2030, what he expects from the process, and how the results will be handled.

What motivated you to launch a cultural survey now?

With our Business Strategy 2030, we have set clear goals for the coming years. This strategy serves as a guide and is intended to provide orientation in our daily activities – but it is only part of the whole. Achieving our goals depends above all on implementation. And this is where our corporate culture plays a key role. It determines how we interact with each other, how we make decisions, and how we solve tasks. To better understand how our culture is perceived today – across WIKA – we decided to conduct this culture survey and initiated an intensive global exchange.

What do you hope to achieve?

In the first step, above all, clarity. Corporate culture is always there, but it is difficult to grasp. Through the culture survey, we will arrive at a collaborative picture of our current culture and gain clarity about the requirements for a future culture.

In doing so, we are laying the foundation for WIKA’s further development. If we want to achieve our corporate goals in 2030, our corporate values and culture must be aligned with our strategy. The results of the culture survey will be the starting point for further developing our culture and values to this end and creating the necessary framework conditions to promote innovation, for example.

“If we are to achieve our 2030 corporate goals, our corporate values and culture must be aligned with our strategy.”

How do you ensure that the different circumstances in the regions are being considered?

The fact that the perception of our culture can vary around the world has played an important role from the very beginning. For this reason, we established core teams with representatives from the individual regions at an early stage.

These core teams were involved in the preparation of the culture survey to identify the special features of the respective regions, for example the particular history of a site or its role within the WIKA Group. These aspects are not only taken into account when conducting the survey, but above all when interpreting the results and subsequently deriving specific needs for action. Therefore, the core teams continue to be involved as experts for their region.

Alexander Wiegand

In 1996, Alexander Wiegand took over the management of WIKA – the small company founded in 1946 has since become an international group of companies with 43 locations and over 10,000 employees. In 2017, Alexander Wiegand decided that an innovation center would be built in Klingenberg, which has since been completed. This once again demonstrated WIKA’s willingness to invest.

“The development of novel products is not an achievement of individuals. It requires teamwork, communication in a network, and creative exchange. With the new innovation center, WIKA creates ideal conditions for this – and thus lays the foundation for future success.”

How will you and the management deal with the results?

As soon as the results are available, I will personally take a closer look at them as a first step. After a detailed review in the management team, we will discuss whether our current values need to be changed with a view to our Strategy 2030.

The aim is to align our corporate strategy and culture so that both elements can provide good guidance for the entire WIKA Group.

Together with the core teams in the regions, we will assess whether and, if so, what changes we need to make to really live our values.

What is your view of the process going forward?

I firmly believe that the further process will help us achieve the ambitious goals we have set for 2030.

I am aware that it will not be easy – questioning the familiar and bringing new things into being is a big challenge for any organization, including us. But I am sure that if we do it together, we will succeed.

I therefore ask all our employees to actively participate in this process. It will not only significantly expand the innovative strength of our company, but also change the way we work together. Let us shape the future of WIKA together.

“Questioning the familiar and bringing new things into being is a big challenge for any organization, including us. But I am sure that if we do it together, we will succeed.”

Essential Information about the Process

Objectives and Process

What are the objectives of the culture survey? What is the procedure? And what happens with the results? Learn more here.

Understanding Coporate Culture

What actually belongs to a corporate culture? How does it influence our everyday life and how can we change it? Here you will find compact background information on the subject.

Systemic Culture Compass

With the help of the Systemic Culture Compass, we want to determine which characteristics distinguish our current culture.