This document provides guidance on defining corporate values and purpose. It discusses the importance of core values and how they guide an organization. Four main types of purpose are described that can fuel organizational success: heroism, altruism, excellence, and discovery. The document provides exercises for organizations to identify their values and draft purpose statements. It stresses the importance of involving stakeholders and living by the defined principles. Overall, the document offers a framework to help organizations clearly articulate their values and sense of purpose to move them in a positive direction.

1. VALUES & PURPOSE
How to create corporate
For organisations, businesses and charities
Real world examples
and practical exercises
Includes

2. Values

3. Core values are...
The essential and enduring tenets of an organisation.
The central beliefs of an organisation—the principles by
which an organisation lives and breathes.
Those you would keep no matter how the world around you
changed.
Collins, J.C & Porras, J.I. (1996)
Dane, M. (2009)
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4. You should only have between
3
5to
Collins, J.C & Porras, J.I. (1996)
Dane, M. (2009)
These are the values that are held so fundamentally
and deeply that they will seldom change, if ever.
core values

5. Why values matter
Values provide a yard stick and governance tool
against which vision, strategy, aims, objectives and
actions can be evaluated.
Values guide the way in which an organisation
operates.
Values provide a framework for decision making.
Dane, M. (2009)
Collins, J.C & Porras, J.I. (1996)
Light, B. (2010)
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6. We act with integrity and show respect.
We are all accountable.
We are passionate about our business, our brands,
our food.
We have the humility and hunger to learn.
We strive for simplicity.
We love success.

7. Leadership. Ownership. Integrity.
Passion for winning.Trust.

8. Dependable and doing the right thing.
Open to different ideas and cultures.
Connected with our customers, communities,
regulators and each other.

9. Quality. Safety. Environmental Care.

10. Empowerment
Our approach means that everyone involved with Oxfam, from our staff and supporters to
people living in poverty, should feel they can make change happen.
Accountability
Our purpose-driven, results-focused approach means we take responsibility for our actions
and hold ourselves accountable. We believe that others should also be held accountable for
their actions.
Inclusiveness
We are open to everyone and embrace diversity. We believe everyone has a contribution to
make, regardless of visible and invisible differences.

11. Compassionate. Integrity. Responsible.
Fair and reasonable. Dynamic.

12. Respecting the unique worth of every person.
Encouraging people to fulfil their potential.
Working with hope.
Exercising responsible stewardship.

13. Compassionate. Courageous. Inclusive. Dynamic.

14. Exercise
Create a list of the potential values your organisation
might have—at this stage don’t worry about how many
values you write down. (You could also make a note of
any values your organisation definitely doesn’t hold).
Order and prioritise these values, with the most
important first. Group similar values together, then
consolidate and amalgamate as you go.
Look at the top 3-5 values for your organisation
individually: does each value pass the test overleaf?
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15. Does each value pass the test?
If you were to start a new organisation, would you build it around this value
regardless of the sector?
Would you want your organisation to continue to stand for this core value 100
years into the future, no matter what changes occur in the outside world?
Would you want your organisation to hold this core value, even it at some
point in time it became a competitive or strategic disadvantage?
Do you believe that those who do not share this core value―those who
breach it consistently―simply do not belong in your organisation?
If you are truly honest, is this an authentic and timeless core value that you have
always held and will always hold or is it a value that you simply aspire to
achieve?
Collins, J.C. (2002)

16. Purpose

17. Purpose...
Is an organisation’s most fundamental reason for
being.
Captures the soul of the organisation.
Reflects people’s idealistic motivations for doing the
organisation’s work.
Is like a guiding star on the horizon—forever pursued
but never reached.
Collins, J.C. & Porras, J.I. (1996)
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18. of an organisation’s
achievement.
Mourkogiannis, N. (2006)
PRIMARY SOURCE
Purpose is the

19. CORE ENERGY
Mourkogiannis, N. (2006)
Purpose is the
—the element that
fuels everything else,
big and small.

20. There are
4types of purpose
Mourkogiannis, N. (2006)
most likely to
engender success

21. Heroism
Altruism
Excellence
Discovery
Mourkogiannis, N. (2006)
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22. Discovery
Pursuit of the new and pursuit of advancement.
A love of innovation.
Life is an adventure.We are free to choose for
ourselves and should not be bound by
convention.
Ethics of choice, discovery, individuality, openness,
excitement, learning, quest, voyage, freedom.
Mourkogiannis, N. (2006)

23. Excellence
Pursuit of the intrinsically beautiful or elegant.
A belief that excellent performance in our role
in life represents the supreme good.
An ‘excellent’ business would prefer to turn
away customers than compromise its standards.
Ethics of virtue, quality, integrity, pride,
intelligence, citizenship, community, fulfilment.
Mourkogiannis, N. (2006)

24. Altruism
Pursuit of the helpful.
A desire to seek action that increases happiness.
Ethics of compassion, benevolence, empathy,
emotion, love, welfare, goodwill, well-being,
happiness.
Mourkogiannis, N. (2006)

25. Heroism
Pursuit of the effective.
A desire to seek action that demonstrates
achievement.
Ambition with an imperative to exercise
influence.
Ethics of power, self-mastery, authority, firmness,
efficiency, effectiveness, leadership, strength.
Mourkogiannis, N. (2006)

26. Making aspirational quality
accessible to all.

27. To organise the world’s information and make it
universally accessible and useful.

28. To bring inspiration and innovation to
every athlete* in the world.
*If you have a body, you are an athlete.

29. To make the best possible ice cream in
the best possible way.

30. To develop solid household products that retain
their beauty and performance for up to 20 years.

31. By all lawful means, to prevent cruelty, promote kindness
to and alleviate suffering of all animals.

32. To deliver an enduring national network of support
for our wounded and their families. We will inspire
and enable those who have made sacrifices on our
behalf to achieve their full potential.

33. To save lives at sea.

34. To beat cancer through research.

35. To drive change across society so that disabled people
have the same opportunities as
everyone else.

36. To transform lives by improving access to safe water,
improved hygiene and sanitation in the world’s poorest
communities.

37. Exercise
Briefly draft 3 different purpose statements for your
organisation. Don’t worry about getting it ‘right first
time’.
Note which purpose category each statement fits into.
Which is your preferred statement?
Share your preferred purpose with other people. Is it
thinking deep enough? Does your favored purpose pass
the test overleaf?
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38. Does your purpose pass the test?
Do you find this purpose personally inspiring?
Can you envision this purpose being as valid 100 years from now as it is today?
Does the purpose help you think expansively about the long-term possibilities and range of
activities that your organisation can consider over the next 100 years, beyond your current
services, sectors and strategies?
Does the purpose help you decide what activities to not pursue, to eliminate from
consideration?
Is this purpose authentic―something true to what the organisation is all about―not merely
words on paper that ‘sound nice’?
Would this purpose be greeted with enthusiasm rather than cynicism by a broad base of
people within your organisation?
When telling your friends, family and loved ones what you do for a living, would you feel
proud in describing your work in terms of this purpose?
Collins, J.C. (2002)

39. Use values and purpose to move
from this...

40. ...to this

41. The process of getting there
Involve a wide range of people—giving others opportunity to
contribute creates engagement and ensures accurate insight.
Ask staff and stakeholders for their ideas on the organisation’s
values and purpose; include them in the creative process.
Collate these ideas, and with a small group that together
exemplifies your organisation, make decisions.
Finalise and publish the outcome in your marketing, corporate
communications, website and elsewhere to ensure consistent
messaging.
Live by these principles, make decisions by them.
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42. If you need help understanding and communicating
your corporate values, purpose, vision or mission,
contact the Stocker Partnership and get started today!
+44 (0)24 76 100 193
hello@stockerpartnership.com

43. STOCKER
PARTNERSHIP
The Stocker Partnership
is a strategic innovation
consultancy
We help organisations to
create and exploit new
opportunities
024 76 100 193
hello@stockerpartnership.com
Matt Stocker
Debbie Stocker
www.stockerpartnership.com
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Illustrations by Stina Jones (stinajones.co.uk), and Matt Stocker