8 min read


Most commonly, values are given the task of shaping a company's identity. Who are we as Alasco, who do we want to be? At Alasco our values are represented by a common mindset that can be observed in our employees, how we structure our processes and how we communicate and collaborate with each other.

Quick facts

  • Our mindset guides our work, helps us in the decision making process and showcases a path for Alasco.
  • The mindset we chose shapes how we interact with each other and those around us (i.e. applicants, customers or service providers).

Our Values

  • Be "nett"
  • Do it
  • Aim for growth
  • Be the frontrunner
  • 80% consensus = 100% commitment

Why is it important to define values?

The values we chose accompany us in our everyday lives as they shape and define our culture. Furthermore, being sure about who we want to be as a team, employer and company they set a ground for our decision-making and for moving forward with our business. But clearly defining one’s values does not only have an internal effect. It allows us to transparently showcase what we stand for, for example during our application process or towards customers.

What values does Alasco have and what do they mean?

Be "nett"

Our core value at Alasco is being “nett”, which combines so many aspects of our culture in one value. Being "nett" means seeing others as humans in their entirety and to care about emotions. To appreciate all other cultures, disciplines and backgrounds. We know that we need all this to generate the greatest possible value for our customers. We have a high degree of appreciation for what our customers create and know what we can contribute with our strengths. We never blame others, but try to learn from mistakes.

We are 100% responsible for how we react to external influences and what we make of them and we don't complain. We are open for other opinions, suggestions and experiments and let the result decide. We celebrate success and stand together in the event of failure. We first see the good in people and assume that they are always motivated and give their best. Our work is joy for us and gives us energy. When we ask for help or feedback we can rely on getting it. We hand over responsibility to employees and colleagues and share with them the joy of their success.

Examples of too little, too much and just about the right amount of being "nett":

Too little
  • Blaming
  • Pretending
  • Cracking jokes about someone
Just right
  • Showing appreciation
  • Proactive communication
  • Being candid and caring
  • Being congruent
Too much
  • Holding back negative things
  • No consequences
  • Never saying no

Do it

“Do it” is all about entrepreneurship, individual responsibility, making brave and fast decisions and taking the risk of making mistakes. It’s about starting initiatives and taking ownership without asking for permission and waiting on others. In racing they say that the car goes where the eyes look. We see the chances and opportunities in everything we do. But it’s also about pushing for this mindset, enabling others to “do it” with a leap of faith. All this gives us speed and momentum in what we do.

Too little
  • Lethargy
  • Waiting
  • “This is not my responsibility”
Just right
  • Seizing opportunities
  • Taking the initiative
  • Priority according to impact
  • Let the organization know that you are doing it
  • Pragmatism
Too much
  • Acting headlessly
  • Actionism
  • Getting bogged down

Aim for growth

Our mindset is to aim for growth in everything we do. On a personal level it’s about realizing our potential and lifelong learning. On this way we have to accept to make mistakes. As a team we are constantly raising the bar while acknowledging the growth pains on our journey. To reach our goals we make big bets and think unconventionally to find the flywheels that scale our business. We always start with why and how we can measure our success.

Too little
  • Defending the status-quo
  • Linear growth
  • No reflection
  • Waiting or only reacting
Just right
  • “Stretch” feeling
  • Speed and momentum
  • Continuous personal advancement and increasing goals
  • Experimenting
  • Being proactive
Too much
  • Overstretching
  • Growth at all costs
  • Being dogmatic about scaling
  • Hectic rush

Be the frontrunner

Being the frontrunner requires a certain mindset and perspective to outperform the competition. It does not only mean to lead the field but to also look ahead. This requires innovation, going new ways and trying unexpected solutions, a constant hunger for more and raising the bar. We take risks and copy in a smart way. Our way to reach this, is to build on tech and integrate tech in everything we do.

Too little
  • Copy blindly
  • Just watch at the others
  • Avoid risks completely
Just right
  • Smart twists
  • Adapt ideas from other industries
  • Be two steps ahead
Too much
  • Question everything
  • Red flags everywhere
  • Run too far (in the wrong direction)
  • Only Moonshots
  • Forget about the basics

80% consensus = 100% commitment

To reach our ambitious goals, we need a certain mindset in discussions and to make fast decisions. To achieve this we established the mindset of “80% consensus = 100% commitment”. As soon as you agree to a decision to a degree of 80% you can follow through and commit to it, even if it isn’t exactly what you suggested or want. This gives us tremendous speed in an environment of volatility, uncertainty, complexity and ambiguity.

Too little
  • Discussing things to death
  • Not making decisions
  • Slow decisions
  • Perfectionism
Just right
  • Risk awareness
  • Acting pragmatically
  • Giving trust
  • Bearing uncertainty
Too much
  • Being pushed to an opinion
  • Risk > Impact
  • Disengagement
  • Pseudo-Commitment

We couldn't answer your questions? Ask Hanna!

Portrait of Hanna, HR at Alasco

Hanna Koepff

HR Manager