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Customer-driven Strategy in the Housing sector

Housing | Strategy Development

Growth Needs Assessment

Thirteen Group are a Housing Association managing over 35,000 homes, serving over 70,000 customers primarily across the Northeast of England, and employing over 1,500 colleagues.

Having supported Thirteen Group with their Culture Re-Energising Programme, Journey4 were asked to support the leadership team’s need and desire to review and develop their Vision, Values and Strategy.

This was a timely and exciting opportunity for Thirteen Group to develop a vision for the next 10 years and to set out a direction of travel clearly and in a way that could be communicated to all levels of the organisation.

Journey 4’s approach really helped us to drive discussions forward, whilst ensuring that all of the decisions we made were focussed on delivering for our customers.  The parallel planning approach has resulted in us having real clarity around what we need to do and when, in order to achieve our aims and objectives, and given us a robust way of checking that our plans are on track. It has been a pleasure working with the whole team.”

Director of Corporate Affairs, Thirteen Housing Group

Our Approach

We deployed Journey4’s Organisational Alignment Model as the framework around which to develop and align Thirteen Group’s Vision, Values and Strategic Aims in order to deliver their customers’ expectations, to drive continuous improvement and ultimately to deliver a transformation to achieve the long-term ambition:

To structure the strategic thinking we adopted Journey4’s unique Parallel Planning Principle which requires the business to define the short, medium and long-term horizons it wishes to plan it’s strategy across and to ensure that these horizons are planned and executed in parallel.

Our underpinning ethos was to work in partnership “with” the team to provide the structure, support and facilitation required to develop a clear vision for the future for the whole business to engage with, not to do the strategy development “to” the organisation.

The resultant programme of activities required to deliver the new strategy comprised just 5 major programmes of work that could be progressed and managed more easily. At the end of the process, the Vision, Values and Strategy were adopted by the leadership team, approved by the Board, which included with a plan to rolled out to all employees across Thirteen with short-term objectives and values, beliefs and behaviours cascaded to team and individual levels.

Impact of our work

Through our approach we were able to:

  • Test and refresh the existing Ambition, Vision, Mission and Values with the Board and Leadership Team
  • Review the relationship between the Priorities, Essentials and Critical Success KPI’s and how well they were aligned
  • Collaboratively agree a new Ambition, Vision, Mission and populate the 5-year Strategic Aims
  • Develop and test a simple summarised view of the overall Ambition, Vision, Mission and 5-year Strategy in readiness for communication to the business
  • Establish a process for developing the delivery programme and cascading the strategy into team and colleague’s objectives