"Identifying the ethos of the company is relatively straightforward. How to communicate it is the challenge," says Mark Curtis, Managing Director of Vision Engineering. As pioneers of eyepiece-less stereo microscopes, digital 3D inspection, and scientific measurement systems, Vision Engineering has built a reputation around innovation and longevity.
Curtis explains that communicating their identity varies across different markets:
“Ninety percent of our markets are outside of the UK, and one size doesn’t fit all. Stressing that we’re a family business resonates more in Japan than the United States, for example. Established markets already know who we are, but when moving into new sectors without a profile, values help define us."
Curtis believes that values shouldn't just reflect what a company aspires to be; they must also mirror how the company functions in the present.
“There are companies with written values that reflect what they wish to be. For us, formalising values should reflect how we operate now. However, there’s nothing wrong with having an aspirational element. The size of companies like Nikon or Olympus gives us something to aim at, and combining that with a set of behaviors motivates people.”
A major threat to a values-driven organisation, according to Curtis, is the formation of silos:
“We periodically gather everyone to discuss our products and customers. This fosters a shared purpose across teams.”
At Vision Engineering, making a difference comes from enabling people to develop and thrive:
“If your company’s values support this, then it’s not a sporadic activity," says Curtis.
For Curtis, these values are the foundation of the company.
"My father-in-law founded the business with the goal of creating something that would outlive him. His drive was for continual innovation, and we worked together for 28 years before he passed away in 2017. We agreed on a strategy to make Vision a multi-generational family business, with a platform for long-term growth, not just short-term planning.”
Curtis’s son, who holds a master's in electronic engineering from the University of Southampton, now manages projects at Vision Engineering.
“We were unsure how his appointment would be received—would it be seen as nepotism? Instead, his arrival was seen as a commitment to longevity, a testament to our values."
Curtis further reflects on how values help companies navigate challenges:
“Take flexible working, for instance. We've implemented ‘poly-working,’ which allows flexibility for staff, especially those tied to machines, along with other options like job sharing. This policy was crafted in consultation with all staff.”
Curtis emphasises that values are not about resisting change, but about moving forward:
“Continuity can sound stuffy to younger employees. They are drawn to a company because of its values, but they don’t always think in long-term timelines. One of our key behaviors is not worrying about failure, which is crucial for innovation.”
The company even has a “white elephant room,” where projects that didn’t pan out are placed:
“Sometimes these projects don’t contribute commercially, but we might revisit them later. Intellectual property is everything, so something considered a failure might eventually lead to success.”
In a competitive digital sector, Curtis sees values as key to attracting young talent:
“An engineer in their mid-twenties is not short of job offers. They come to Vision Engineering because we demonstrate an environment of shared purpose, where colleagues think alike and care about doing the right things.”He continues, “Having clearly defined values helps communicate that commitment, showing new hires that they’re part of something meaningful.”
Curtis highlights the importance of transparency within the organisation:
“Every year, we review our strategic plan and share an abridged version with the staff. Transparency is a core value, and we encourage questions during presentations. Even for those who don’t speak up, our management team ensures follow-up conversations happen, because with a family ethos, everyone has a voice and responsibility.”
When Vision Engineering acquired a subcontractor, it faced challenges in aligning the new company’s practices with its values:
“We knew the company well, but integration wasn’t straightforward. While we had implemented ERP systems, they were still using spreadsheets. It was essential to manage the transition carefully, and our values helped guide that process, winning hearts and minds along the way.”
At Vision Engineering, values are more than just words—they’re the guiding principles that shape every decision, from employee engagement to long-term innovation strategies. As Curtis puts it, “Values are about staying on the right path and continuing to evolve, not sitting back.”