Two recent events in working with clients have been an interesting reminder of the need for defining and agreeing on organisational values in strategic planning and subsequent behaviours in daily routines.
Both businesses are in engineering, with similar sizes of staff levels. Both were overhauling and re-writing strategic plans.
Company ‘A’ was writing the plan because, amongst other things, of an imminent customer – and industry approval – audits. On a different tack, company ‘B’s reason was it wanted to set the ‘True North’ direction of the business for the next three years – and beyond.
A key point here is that values are both current ‘the way we act do now’ and future, or espoused values and ‘the way we will act in the future’. Or the collective behaviours in pursuit of the strategic goals.
The process and outcome of the respective ‘Values Alignment’ for company ‘A’ and ‘B’ could not have been further apart…