Comments on: Do Companies Take Culture and Corporate Values Seriously?

By: Belinda

Belinda — Tue, 23 Sep 2008 03:10:01 +0000

I agree with all of the above, it is endemic in large organisations that the people at the top will talk about values and culture as a matter of habit, however we see more and more often that there is no perception amoungst the “lower ranks” that senior management act or manage others using these said values and cultures as a guideline.

I know as a manager, I ensure to the best of my ability that my direct reports are adhering as closely to the published values of my employer as possible, but how am I to know if Senior Management are doing the same?

Culture however is something completely different. I recently found out what senior management though was the culture of the business in which I work, but to be honest, I not only disagreed, I was confused as to where they were looking to develop this opinion. I find that culture can be difficult to pinpoint business wide, especially with a Head Office and remote office structure, as no one seems to look beyond their immediate group or office to gain a feel on what the remainder of the business sees the culture to be.

Again this could be my perception, but is not perception in fact reality?

By: Alain Fontaine

Alain Fontaine — Thu, 18 Sep 2008 18:28:36 +0000

I absolutely agree that this is a top-down process. And it starts way up at the very top of the company. It has to reflect back down the various levels of management.

It is easy to fall into the trap of mediocrity and self-protectionism when the environment changes abruptly, like in the case of an acquisition. It takes strength and a good global view (and courage!) to not let it happen.

Very interesting topic!

By: Claudia

Claudia — Thu, 18 Sep 2008 10:15:52 +0000

Sad but frequent ( only in Italy? ).

I personally often had to define codes of conduct, based on values, beliefs and ideals of conduct but at the same time having to implement corporate strategies seemingly contradictory values compared to the famous one “carved in the rock”.

This leads me to think very often about this matter: I do not think that these are “empty words” or abstract concepts but aspirations often diverted by misunderstood urgency to achieve results at all costs, while the only cost to be paid should be the proper planning and definition of strategy and structure.

The biggest problem I fear is insecurity, poor education and preparation of the leader (no matter what level).

As I often state, there are 2 ways to emerge: the first is by demonstrating own capabilities, the second by denigrating capabilities of the others.

Maybe an even more deeper reflection is required: who is interested in having people leading a company that behave according to the second mentioned way?

However, the process is “top down” and being aware of this abnormality is the first important step towards change.