Beyond the Mission: Understanding Belonging in Concorde’s Division

Abstract

Concorde’s Commercial Rocket Launch Division, also known as Nighthawk, is responsible for licensing and regulating commercial space activities to ensure safety and compliance with federal standards. Nighthawk is critical in regulating, licensing, and commercial space activities. Within Nighthawk, the Nexus division handles business operations, policy, and innovation and supports Nighthawk’s licensing and regulatory processes. As the commercial space industry expands, Nighthawk faces increasing complexity in its regulatory responsibilities. Employees, particularly in Nexus, report a diminished sense of belonging and misalignment with the organization’s mission to provide the safest, most efficient aerospace system in the world. This study investigates:

How do employees' perceptions of their roles and responsibilities within Concorde’s commercial rocket launch division correlate with their sense of belonging to the organization? What organizational factors significantly influence employees’ sense of belonging within the Concorde’s commercial rocket launch division? What specific organizational strategies or practices can the Concorde’s commercial rocket launch division implement to strengthen employees’ sense of belonging? This mixed-methods approach utilized survey data, leadership interviews, and insights from a strategic off-site to assess perceptions, organizational structures, and communication practices across the division.Findings revealed a significant disconnect between employees and the organization’s mission, particularly within the Nexus division pointing to low levels of engagement, unclear role alignment, disconnect from the mission, and a lack of belonging within the workforce. Additional challenges include high workloads without clear staffing plans, weak communication from leadership, and low engagement metrics—only 29% of employees felt their talents were fully utilized. External scrutiny and rigid regulatory constraints compound internal frustrations, further weakening employee connection to the organization. To address these issues, the study recommends four strategic actions: (1) strengthen leadership communication to align daily work with mission objectives (2) improve workforce development through structured engagement and talent utilization programs (3) foster a culture of inclusion and recognition to increase organizational belonging (4) streamline operational processes by involving employees in efficiency initiatives. These recommendations aim to build a more connected, supported, and mission-driven workforce as Nighthawk continues to grow and are designed to cultivate a more engaged, resilient, and high-performing workforce capable of navigating the complexities and opportunities presented by the dynamic landscape of commercial space exploration.