IntroductionThe Nederlandse Voedsel- en Warenautoriteiten (NVWA) translated as the Netherlands Food and Consumer Product Safety Authority is a Dutch public organization. This organization aims to safeguard “animal and plant health, animal welfare, food and consumer product safety and to enforce [Dutch] nature law”. As a result, every inhabitant of the Netherlands depends directly on them. Furthermore, many people around the world rely, consciously or unconsciously, on the NVWA due to the large quantities of goods exported from the Netherlands. Before 2009, the tasks of the NVWA were carried out by three separate organisations: the General Inspection Body (Algemene Inspectiedienst, AID), the Phytosanitary Service (Plantenziektenkundigedienst, PD) and the Goods Inspection and Qualification Service (Keuringdienst van Waren, KVW ). However, as of 2012 these companies have officially merged and are now a single entity called NVWA. During the merger period there was also a reorganization. Within this essay I will analyze the vision, mission and strategy of the NVWA, the type: public or private, the organizational structure, the leadership, the organizational culture and the environment. Mission, Vision and Strategy The mission, vision and strategy provide an illustration of the background and context of an organization. A mission is what the company stands for and the primary objectives it intends to achieve, while a vision is what the company wants to achieve in the distant future. A strategy is a way to address the issues faced when working towards the vision and/or mission. It is the answer to the question: how? Just like many other public organizations, the NVWA has had to downsize its workforce, which has also put pressure on… mid-paper… for greater overall efficiency and effectiveness. This is important because NVWA is a typical situation where the leader only has knowledge of how to lead and manage an organization, however, he or she does not have much knowledge about the substantive aspects of the organization. By forcing the division to take responsibility, they no longer have to directly justify their actions to the IG who has little knowledge and can therefore judge the situation less effectively. This will consequently lead to a narrowing of the gap, as employees will be given more responsibilities and will therefore reach a more equal level. Furthermore, not going through the justification process costs less time and is therefore more efficient. This also leads to greater flexibility within the organization, which is necessary for an organization whose work depends on developments within the company.