PRISCUS E SALLA

INDIVIDUAL ASSIGNMENT
A corporate value is the operating philosophies or principles that guide an organization's internal
conduct as well as its relationship with its customers, partners, and shareholders. Core values are
usually summarized in the mission statement or in the company's statement of core values.

Values are an integral part of the personal philosophy of life by which we generally mean the
system of values by which we live. The philosophy of life includes our aims, ideals, and manner
of thinking and the principles by which we guide our behavior” A value is a shared idea about
how something is ranked in terms of desirability, worth or goodness. Sometimes, it has been
interpreted to mean “such standards by means of which the ends of action are selected”.

Sometimes, it has been interpreted to mean “such standards by means of which the ends of action
are selected”.

Thus, values are collective conceptions of what is considered good, desirable, and proper or bad,
undesirable, and improper in a culture.

In management, business value is an informal term that includes all forms of value that
determine the health and well-being of the firm in the long run. Business value expands concept
of value of the firm beyond economic value (also known as economic profit, economic value
added, and shareholder value) to include other forms of value such as employee value, customer
value, supplier value, channel partner value, alliance partner value, managerial value, and
societal value. Many of these forms of value are not directly measured in monetary terms.

Many organizations today focus on technical competencies when hiring people, overlooking the
importance of cultural fit and the underlying behavioral competencies. While technical capability
is a prerequisite for most roles, it is values alignment that will determine the candidate’s ability
to contribute and make the organization more resilient.

I believe it is important to ensure that organizational values are clearly understood, and
demonstrated by everyone in the organization. Immense value derives from having values
understood and lived by all. The challenge with values alignment is that the same value can
mean different things to different people. If an organization’s values are not made explicit
through leadership behaviors, leaders may unintentionally drive disparate sub-cultures. Long-
term, sustainable success is reliant on the leader’s ability to unite culture and minimize the
impact of personal preferences. The subjectivity of values by working with organizations to
define a set of behaviors for each of the values that can be practiced by all. Team members will
only bring their hands, minds and hearts if they feel connected to the organization’s culture.
Successful organizations are led by empowered leaders who recognize the need to have everyone
engaged and inspire engagement by modeling the values. While good processes and systems are
important, they do not provide sustainable competitive advantage. Now, more than ever, your
competitive advantage starts with an aligned culture driving the organization’s purpose through a
shared vision.

It is the leader’s role to connect processes and culture, and to ensure harmony across all the
different organizational levels. This can, however, only be achieved with the buy-in of
employees.