Skip to main content

How to turn meeting the KPIs of a five-year plan into a game for employees.

On paper, corporate five-year plans and mission statements always look fantastic. But both things will only be successfully achieved when all employees in the company actively contribute to meeting the target. With a supporting programme to encourage the staff – created and implemented by Yellow –, a Swiss company is in the process of meeting this challenge.
Thank you for reading this post, don't forget to subscribe!


The Kestenholz Group – a Swiss family business with more than 600 employees at 12 locations in Switzerland and Germany – has defined strategic goals in its mission statement 2025 and has set KPIs. They can only be achieved if all 650 employees identify with them and shape their daily actions according to the mission statement. Due to the organisation’s twelve locations, central monitoring of the transfer from theory to practice is hardly possible.


An online development programme supports the employees in transferring the guiding principles into their daily work. Independently of time and place, they become familiar with the guidelines in a self-managed setting and learn how to adapt their behaviour based on concrete everyday situations. The programme runs over a five-year strategy cycle. Its impact can be measured and, if necessary, adjusted every year by using the data and the KPIs.



After a in-depth analysis of the contents and implications of the 2025 mission statement, the experiences of previous programmes were discussed with the company’s management. In addition, internal communication processes were specified, existing instruments and channels reviewed and the roles of the employees in the company analysed.


Based on these information it was possible to gain insights to define the main framework of the solution. It became clear for example that a theoretical approach had led to knowledge about the content of the mission statement. But the lack of reference to everyday activities hindered changes in the way of behaving. It also became clear that the “gamification” of a mission statement programme led to greater participation by employees and that the rapid development of the industry and the economic factors of influence demanded a system that makes the implementation progress transparent and adaptable to changing situations.


With this blueprint of the solution, a motivating narrative was created, which finally found its form in the metaphor of the expedition to the summit of K2. In order to identify the technical requirements of the learning application, its methodology and processes were designed according to the different user groups and the needs for programme management. Finally, the communication concept for the roll-out and the steering of the five-year project through all stages concluded the conceptual phase.


The development of the user interface of the online learning programme and the associated web platform, the back-end coding and the implementation of the app communication into the existing staff platform were carried out together with the technical partner. All contents of the programme as well as the communication activities were formulated and everything physically needed had to be produced. In the ongoing project, both agency and partner ensure the maintenance, support the feedbacks and design the further lessons.


The mission statement process and the associated operational goals are not only known to the employees in theory. They learn to optimise their duties in the company towards the mission statement goals, are aware of the external factors influencing the course of business and build up a strong team understanding.

Client statement

“Expedition K successfully transfers the mission statement into the daily work of our employees. They learn how they can make a conscious contribution to achieving our operational and strategic goals in their daily work.”


Do you want to know more about yellow, our imagepartners partner agency from Switzerland?