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The Value of Values: Why Values are Important in Organisations.
Long Life and Prosperity. (of companies)
The 7 Levels of Corporate Awareness.
Corporate Cultural Transformation Tools.
Glossary.

The Value of Values: Why Values are Important in Organisations. (By Richard Barrett)

“Every individual and organisation on the planet is involved in making decisions on a daily basis. The decisions individuals make reflect their personal beliefs about what they think is important. The decisions organisations make reflects the cultural beliefs about what the organisation thinks is important. In other words, the decisions we make area reflection of our personal and organisational values. When the values of an individual are the same as the values of their organisation, then there is a values alignment. When the values of an individual are different from the values of their organisation, then there is a values misalignment.

Research shows that companies that seek to align the values of the organisation with the values of employees, and vice versa, are more fun to work in, are more successful and are more focussed on the needs of their employees and their customers. Organisations that don’t have this alignment tend to be more inward looking, bureaucratic and stressful. They may be financially successful [over the short term], but find it difficult to find and keep talented people. Companies that seek to create a values alignment, on the other hand, have very few problems attracting and retaining talented people. They know what their employees want and they know how to provide it.

The first step in creating values alignment is to find out what the values of employees are. The second step is to find out how employees perceive the values of their organisation. This analysis provides a clear indication of a) the values gap that needs to be filled to create alignment, and b) the values that employees consider are important for running the business. Based on this information, organisations are able to choose core values that are meaningful to all employees. This is important not only because happy employees create happy customers, but also because the core values that an organisation chooses provide employees with guidance in making decisions even when their supervisor is not present. A strong set of organisational core values allows organisations ot remove layers of hierarchy, because the employer can trust the employee to always make the right decision – a decision that reflects the values of the organisation.

For an organisation to reap the benefits of a strong set of core values, the values must be lived by the senior people in the organisation. They must become part of the organisation culture. For this to happen the values have to resonate with everyone and thewy must be measured on a regular basis. If core values are to be effective, they have to be integrated into every facet of the organisation’s culture, particularly in the organisation’s relations with employees, customers and society at large.

What every employee wants, no matter where they are in the hierarchy, is to find as much personal fulfilment as they can through their work. Everyone in an organisation is seeking to satisfy his or her physical, emotional, mental and spiritual needs. Our physical needs are met when we receive payment for our work that allows us a certain degree of comfort and security, and when we have the right tools and equipment to do our work. Our emotional needs are met when there is friendship and open communication in our immediate working environment. Our mental needs are met when we are invited by our superiors and peers to share our ideas and we are able to see that our opinions count. Our spiritual needs are met when we find meaning in our work, when we have the opportunity to make a difference and we can be of service.

Long Life and Prosperity:

From ‘Liberating the Corporate Soul – Richard Barrett (Butterworth Heinemann - 1998). P16
Long Life and Prosperity
Three independent studies have looked at the characteristics of successful companies, two of them form the perspective of longevity. In “Built to Last” – James C. Collins & Jerry I. Porras present the results of a seven year study of 18 long lasting companies existing more than 45 years. These companies were widely admired, had significant impact on the world maintained a superior level of financial performance. In their research, each of these companies is compared with other well-established organisations from similar sectors. The results were remarkable. Over a period of 64 years, the 18 long lasting companies outperformed the comparison companies by a factor of 6 and outperformed the stockmarket by a factor of 15.

In” The Living Company” Arie de Geus examines the key factors contributing to corporate longevity by referring to a Royal/Dutch Shell study of 27 international companies incorporated before 1913.

In “The 8 practices of exceptional Companies”, Jac Fitz-Enz presents the results of four years of research into the best practices of human asset management in companies that displayed high profitability and employee retention.

The results of these 3 studies are extremely similar. The key characteristics of long lasting companies that have superior financial performance are summarised as follows:

A strong, positive, values driven culture
A lasting commitment to learning and self renewal
Continual adaptation based on feedback from internal and external environments
Strategic alliances with internal and external partners, customers and suppliers
A willingness to take risks and experiment
A balanced values-based approach to measuring performance that includes such factors as:

Corporate survival (financial results)
Corporate fitness (efficiency, productivity and quality)
Collaboration with suppliers and customers
Continuous learning and self-development (evolution)
Organisational cohesion and employee fulfilment
Corporate contribution to the local community and society

The six characteristics of long-lasting successful companies are similar to those of a living entity that is evolving and growing. The basic reason why companies find it difficult to develop these characteristics is that they operate from a mental model of the organisation as a machine. More and more organisations are making the transition to the mental model of a machine-with-a-mind, but very few have made it to the model of the organisation as a living entity. Consequently, most companies seek only to satisfy their physical and emotional needs. Some companies are attempting to satisfy their mental needs by becoming learning organisations, but they are mostly focusing on learning for achievement. They have not recognised the importance of learning for internal growth. To evolve and grow, organisations need to focus on self-knowledge and self-renewal, recognise the long term futility of corporate self-interest, and embrace the common good.”

The 7 Levels of Corporate Awareness / Consciousness (Richard Barrett & Assoc.)

Measurement matters – if you can measure it you can manage it.
Seven well-defined stages can be distinguished in the development of personal consciousness
Each stage corresponds to a specific existential life theme that is inherent to the human condition.
Associated with each life theme are specific motivations.
Barrett expanded Maslow’s “hierarchy of needs” model to give more definition to spiritual motivations.
Substitute “states of consciousness” for “hierarchy of needs.”
Each state of consciousness focuses on specific beliefs, values and behaviours associated with the particular life theme.
Groups of individuals united by a common identity or a common purpose (organizations, communities, nations), behave in much the same way as individuals.
They have similar hopes and fears (motivations) and react or respond to situations in the same way as individuals.
Individuals are defined by their personalities. Groups are defined by their cultures.
Clarifies the values of individuals and organisations by mapping values on the Seven Levels of Consciousness model.

Cultural Transformation Tools

They provide one of the most comprehensive cultural diagnostic and values assessments commercially available.
The survey form is customized for every organization.
The survey form is simple – it requires only 15 minutes to complete.
The survey form is accessible on the Internet. Paper surveys can also be used for those who do not have Internet access.
Costs are the same for 100, 1000 or 5000 employees when surveys are carried out on the Internet.
They are affordable for small and large organizations.
The survey is available in 20 languages.
Other languages can be added very easily at a modest cost.
The system is fast – 2-5 weeks from project initiation to report.

Glossary

Values:: The principles we hold and stand by when making decisions.
Values-driven:: Using your values to drive decision-making so that you consciously create the future you want to experience and provide a consistently ethical basis for decision-making.
Cultural Capital:: The collective energies, thoughts, innovations, etc of the people within an organisation.