"Everything I Have Learned About Values" is now available for purchase! The book summarizes Richard Barrett's 30-year journey to understand how values shape our decision-making. In celebration of its release, we created a three-part webinar series to explore the importance of values.
To watch a recording of this webinar, please use this link:
https://youtu.be/1GXsNm249S4
This webinar focuses on the role values play in organisational culture. Richard will share insights on:
-How do you build a high performing values-driven organization?
-Why is it important to measure your culture?
-What role do leaders play in managing culture?
For more information please visit our website:
https://valuescentre.com
Get Connected and Dynamics of Change with Tor Eneroth and Niran JiangValuesCentre
2016 CTT International Conference:
Tor Eneroth and Niran Jiang co-host a workshop to familiarise you with the suite of free resources available in Get Connected and The Dynamics of Change.
The Power of Perils of using Measurement in Organizational Culture Developmen...ValuesCentre
This session was designed more as a workshop than a presentation. Anyone who’s interested in this, please contact Liz Murphy: Liz.Murphy@omg.co.uk for a conversation.
Nine Steps of Collaboration with Craig NealValuesCentre
2016 CTT International Conference:
Craig Neal shares the nine steps of collaboration, including a case study of how the steps have been applied in government and relates to public engagement.
Insights into Leadership with Jim StatenValuesCentre
2016 CTT International Conference:
Jim Staten shares how to use finances to make sound thoughtful and compassionate investments to support the vision in a values-centred way. His stories will show you a way to enable the transformational journey with sound financial principles.
Sharing session a guide to creating a desired culture v3ValuesCentre
A sharing session with aAdvantage Consulting 11 September in Singapore for HR professionals and leaders. A presentation by Jacqueline Gwee (aAdvantage) and Tor Eneroth (Barrett Values Centre).
Get Connected and Dynamics of Change with Tor Eneroth and Niran JiangValuesCentre
2016 CTT International Conference:
Tor Eneroth and Niran Jiang co-host a workshop to familiarise you with the suite of free resources available in Get Connected and The Dynamics of Change.
The Power of Perils of using Measurement in Organizational Culture Developmen...ValuesCentre
This session was designed more as a workshop than a presentation. Anyone who’s interested in this, please contact Liz Murphy: Liz.Murphy@omg.co.uk for a conversation.
Nine Steps of Collaboration with Craig NealValuesCentre
2016 CTT International Conference:
Craig Neal shares the nine steps of collaboration, including a case study of how the steps have been applied in government and relates to public engagement.
Insights into Leadership with Jim StatenValuesCentre
2016 CTT International Conference:
Jim Staten shares how to use finances to make sound thoughtful and compassionate investments to support the vision in a values-centred way. His stories will show you a way to enable the transformational journey with sound financial principles.
Sharing session a guide to creating a desired culture v3ValuesCentre
A sharing session with aAdvantage Consulting 11 September in Singapore for HR professionals and leaders. A presentation by Jacqueline Gwee (aAdvantage) and Tor Eneroth (Barrett Values Centre).
Looking back and generalizing the historical experience of political and cultural transformation of societies, we we might understand what our organizations is missing for having high-end communication and collaboration models.
In my talk I'm about to share such things as working culture and organizational values. Will share my experience how to test and to organize a purposeful work with communication and collaboration models.
Berlin: How leaders build cultural capital--A MasterclassBarrett Academy
A masterclass in building cultural capital using the Cultural Transformation Tools. The sixth in a series of lectures as part of a tour of Germany in April 2016.
Values-Driven Leadership In Practice with Joanna BarclayValuesCentre
2016 CTT International Conference:
Joanna Barclay shares with CEOs and Senior Managers the importance of a high-performance culture built on a growth mindset and individual happiness. The audience will understand the drivers for change, how to boost energy, and shift behaviours to support new strategic initiatives.
Building a Global Values Community with Alan WilliamsValuesCentre
2016 CTT International Conference:
Global Values Alliance, with Alan Williams, explores how to inspire greater authenticity all over the world by enabling connection, exploration, and action for our global values-driven community.
Nuremberg: Values-driven organizations, communities and societiesBarrett Academy
Experiences of using the Cultural Transformation Tools in building values-driven communities and nations. The second lecture as part of tour of Germany in April 2016.
This presentation is based on my new book which will be published in August 2016. The book is entitled... A New Psychology of Human Well-Being. The presentation looks at the root causes of depression (the ego-soul dynamic) and how to improve the level of well-being in organizations.
“I think as a company, if you can get those two things right — having a clear direction on what you are trying to do and bringing in great people who can execute on the stuff — then you can do pretty well.”
– Mark Zuckerberg, CEO, Facebook
Looking back and generalizing the historical experience of political and cultural transformation of societies, we we might understand what our organizations is missing for having high-end communication and collaboration models.
In my talk I'm about to share such things as working culture and organizational values. Will share my experience how to test and to organize a purposeful work with communication and collaboration models.
Berlin: How leaders build cultural capital--A MasterclassBarrett Academy
A masterclass in building cultural capital using the Cultural Transformation Tools. The sixth in a series of lectures as part of a tour of Germany in April 2016.
Values-Driven Leadership In Practice with Joanna BarclayValuesCentre
2016 CTT International Conference:
Joanna Barclay shares with CEOs and Senior Managers the importance of a high-performance culture built on a growth mindset and individual happiness. The audience will understand the drivers for change, how to boost energy, and shift behaviours to support new strategic initiatives.
Building a Global Values Community with Alan WilliamsValuesCentre
2016 CTT International Conference:
Global Values Alliance, with Alan Williams, explores how to inspire greater authenticity all over the world by enabling connection, exploration, and action for our global values-driven community.
Nuremberg: Values-driven organizations, communities and societiesBarrett Academy
Experiences of using the Cultural Transformation Tools in building values-driven communities and nations. The second lecture as part of tour of Germany in April 2016.
This presentation is based on my new book which will be published in August 2016. The book is entitled... A New Psychology of Human Well-Being. The presentation looks at the root causes of depression (the ego-soul dynamic) and how to improve the level of well-being in organizations.
“I think as a company, if you can get those two things right — having a clear direction on what you are trying to do and bringing in great people who can execute on the stuff — then you can do pretty well.”
– Mark Zuckerberg, CEO, Facebook
You company culture is a powerful competitive advantage. Learn from Stanford professor, Charles O'Reilly, and Pomello co-founder, Catherine Spence, how to create a culture strategy, and use technology to manage culture effectively.
PRESENTATION IS USEFUL FOR BUSINESS LEADERS CORPORATE EXECUTIVES TO DEVELOP HIGH PERFORMANCE CULTURE; THIS IS BASED ON THE RESEARCH OF MBA/BBA/PGDM STUDENTS OF RATAN GLOBAL BUSINESS SCHOOL UNDER THE GUIDANCE OF DR ARYA SRI
Culture?
Definition of Culture
Step to Build the Culture
Culture Types
Organizational Culture
Characteristics of Organizational Culture
How to create Organizational Culture?
Management Consulting Expertise in triggering and stimulating creativity with...Habib Abou Saleh
It outlines the best practices in Management Consulting Expertise, mainly when it comes to triggering and stimulating creativity within organizations. It sheds the light on what really influence our creative thinking and how it would affect businesses’ products and services provided within an innovative work frame. It highlights the role of organizations’ culture, the working environment, managers’ roles, in addition to our surroundings in shaping our creativity.
Without an active innovation culture, organizations fall into stagnation and lose to more innovative competitors. You know this all too well if you work for a corporate business that strives to compete with the likes of Tesla, Airbnb, or Uber. Every industry has startups like these, and they’re on a roll. The services and products they provide are not too different from those you offer — but why do they outperform established corporations?
Innovation culture has long been one of the most challenging, and oft-discussed, topics in our conversations with business and innovation leaders.
Given the extraordinary importance of innovation for businesses, and society in general, and the fact that culture has been shown to be one of the biggest barriers for innovation performance, it’s not much of a surprise.
Because most large companies we talk to want to create a more innovative company culture, we thought we’d create this extensive guide to help understand what really makes a culture innovative, as well as how to actually shape an existing culture towards innovation.
Your company’s culture is an important factor in attracting and retaining top talent. In this webinar, OnPoint Consulting President, Rick Lepsinger covers the importance of company culture, what factors contribute to a strong culture and how to lead cultural transformation.
Importance of Societal Values Webinar SlidesValuesCentre
"Everything I Have Learned About Values" is now available for purchase! The book summarizes Richard Barrett's 30-year journey to understand how values shape our decision-making. In celebration of its release, we created a three-part webinar series to explore the importance of values.
To watch a recording of this webinar, please use this link:
https://youtu.be/7yKNU_sWOZo
This webinar focuses on the role values play in society. Richard will share insights on:
-Which are the most conscious nations on the planet?
-What is the worldview of your nation?
-What is your worldview?
For more information please visit our website:
https://valuescentre.com
Importance of Personal Values Webinar SlidesValuesCentre
"Everything I Have Learned About Values" is now available for purchase! The book summarizes Richard Barrett's 30-year journey to understand how values shape our decision-making. In celebration of its release, we created a three-part webinar series to explore the importance of values.
To watch a recording of this webinar, please use this link:
https://youtu.be/2PCfFO0hobA
This webinar focuses on the role values play in your personal life. Richard will share insights on:
-What are values?
-How are values connected to our needs?
-Why do values change throughout our lives?
For more information please visit our website:
https://valuescentre.com
The Case of Love for Shifting the Conversation with Monika GutscherValuesCentre
2016 CTT International Conference:
Monika Gutscher shares research and practices on the relevance and power of Love for transformation on a large scale.
The Current Point on the Journey with John Campbell and Phil ClothierValuesCentre
2016 CTT International Conference:
Phil Clothier and John Campbell lead an interactive session to connect deeply with and explore approaches for action to support the UN Global Goals.
This presentation by Morris Kleiner (University of Minnesota), was made during the discussion “Competition and Regulation in Professions and Occupations” held at the Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found out at oe.cd/crps.
This presentation was uploaded with the author’s consent.
0x01 - Newton's Third Law: Static vs. Dynamic AbusersOWASP Beja
f you offer a service on the web, odds are that someone will abuse it. Be it an API, a SaaS, a PaaS, or even a static website, someone somewhere will try to figure out a way to use it to their own needs. In this talk we'll compare measures that are effective against static attackers and how to battle a dynamic attacker who adapts to your counter-measures.
About the Speaker
===============
Diogo Sousa, Engineering Manager @ Canonical
An opinionated individual with an interest in cryptography and its intersection with secure software development.
Sharpen existing tools or get a new toolbox? Contemporary cluster initiatives...Orkestra
UIIN Conference, Madrid, 27-29 May 2024
James Wilson, Orkestra and Deusto Business School
Emily Wise, Lund University
Madeline Smith, The Glasgow School of Art
Have you ever wondered how search works while visiting an e-commerce site, internal website, or searching through other types of online resources? Look no further than this informative session on the ways that taxonomies help end-users navigate the internet! Hear from taxonomists and other information professionals who have first-hand experience creating and working with taxonomies that aid in navigation, search, and discovery across a range of disciplines.
Acorn Recovery: Restore IT infra within minutesIP ServerOne
Introducing Acorn Recovery as a Service, a simple, fast, and secure managed disaster recovery (DRaaS) by IP ServerOne. A DR solution that helps restore your IT infra within minutes.
This presentation, created by Syed Faiz ul Hassan, explores the profound influence of media on public perception and behavior. It delves into the evolution of media from oral traditions to modern digital and social media platforms. Key topics include the role of media in information propagation, socialization, crisis awareness, globalization, and education. The presentation also examines media influence through agenda setting, propaganda, and manipulative techniques used by advertisers and marketers. Furthermore, it highlights the impact of surveillance enabled by media technologies on personal behavior and preferences. Through this comprehensive overview, the presentation aims to shed light on how media shapes collective consciousness and public opinion.
International Workshop on Artificial Intelligence in Software Testing
The Importance of Organisational Values Webinar Slides
1.
2. Copyright 2018 by Barrett Values
Centre®. Permission granted to
reproduce for personal and
educational use only. Commercial
copying, hiring, lending is prohibited.
3. Topics for today
1. How do you build a high-
performing, values-driven
culture?
2. Why is it important to measure
your culture?
3. What role do leaders play in
managing culture?
4. The values, beliefs and
behaviours that guide
and define the way in
which a group of
people work
together.
What is Culture?
8. According to Deloitte,
culture has become one
of the most important
business topics of 2016.
CEOs and HR leaders
now recognize that
culture drives people’s
behaviour, innovation,
and customer service
16. Only 12 percent of leaders believe
their organisations are excellent at
effectively driving the desired
culture.
Deloitte Human Capital Trends 2015
Only 5 percent of leaders said their
own corporate culture was exactly
where it needed to be.
Duke University and Columbia University 2015 research
Only 28 percent report that they
understand their organisation’s culture.
Deloitte Human Capital Trends 2016
19. “A deliberately developmental organisation is built
around the simple but radical conviction that an
organisation will best prosper when it is more
deeply aligned with people’s strongest motive,
which is to grow.
20. “This means building an organisational culture where
supporting people’s development is woven into the
fabric of working life—the regular operations, daily
routines and conversations.”
- Kegan and Lahey -
22. They bring
passion and
purpose to
their work.
They care
passionately
about the future
of the company.
Highly engaged
employees
identify with the
company.
They want the
company to do
the right thing.
They are willing
to invest their
discretionary
effort to make
the company a
success.
HIGHLY
ENGAGED
EMPLOYEESThey want to
feel pride in the
way the
company
behaves.
They are
committed and
loyal.
27. A PERSONAL JOURNEY
Every person is on an evolutionary journey
of psychological development.
SERVING
INTEGRATING
SELF-ACTUALIZING
INDIVIDUATING
DIFFERENTIATING
CONFORMING
SURVIVING
35. YOUNG ADULT:
25-39 Years Old
NEED FOR
FREEDOM AND
AUTONOMY
RESPONSIBILITY
AND
ACCOUNTABILITY
FOR YOUR LIFE
RELEASING
YOUR FEARS!
MOTIVATION
INDIVIDUATING
7
6
5
4
3
2
1
39. MATURE ADULT:
50-59 Years Old
INTEGRATING
DESIRE
TO MAKE A
DIFFERENCE
UNCONDITIONAL
LOVING
RELATIONSHIPS
EMPATHY
CONNECTING
MOTIVATION
7
6
5
4
3
2
1
43. Discover what truly matters.
www.valuescentre.com
Whatever you need
is what you value.
OUR VALUES
ARE AN
EXPRESSION
OF OUR
NEEDS
44. (25-39 Years)
Finding the freedom to explore who
you are and seek opportunities and
challenges to be accountable.
INDIVIDUATING
Your employee’s needs at different
stages of development
SELF-ACTUALIZING
(40-49 Years)
Fully expressing your unique gifts and
talents so you feel a sense of commit-
ment and explore your creativity.
(50-59 Years)
Connecting and collaborating with
others so you can make a difference
in the world.
INTEGRATING
45. LEVELS OF
CONSCIOUSNESS
PRIMARY
MOTIVATIONS
SERVICE
MAKING A
DIFFERENCE
INTERNAL COHESION
TRANSFORMATION
SELF-ESTEEM
RELATIONSHIP
SURVIVING
7
6
5
4
3
2
1
WHAT EMPLOYEES VALUE
AT DIFFERENT LEVELS OF CONSCIOUSNESS
A safe working environment and
pay and benefits that are
sufficient to take care of family
Opportunities to work in a congenial
atmosphere where people care and
respect each other
Opportunities to grow professionally
with support, feedback and coaching
Opportunities and challenges by being made
accountable for projects and processes
Opportunities for personal growth and develop-
ment to support you in living your life purpose
Opportunities to leverage your
contribution by collaborating with other
like-minded individuals
Opportunities to serve others and
care for the well-being of the Earth’s
life support systems
47. COMMITMENT TO
TRANSFORMATION
Cultural transformation begins with the COMMITMENT of the
leader and the leadership team to cultural transformation—
which necessarily includes a commitment to personal transformation
by each person in the leadership group.
48. Without this commitment to
cultural and personal
transformation, there is no point
in proceeding with a cultural
transformation initiative.
It is quite usual for there to be
one or two people in the
leadership team who are not
willing to sign up to personal
transformation. This is the point
where they have to decide to get
on or off the bus. There should be
no room for anyone who is not
committed to the process and a
willing participant.
49. Discover what truly matters.
www.valuescentre.com
Change is
doing things
differently.
A shift in behaviours
Transformation
is a new way of
being.
A shift in values
THE DIFFERENCE BETWEEN
TRANSFORMATION AND CHANGE
50. Discover what truly matters.
www.valuescentre.com
You can change
without transforming,
but you cannot
transform without
changing.
TRANSFORMATION VS CHANGE
51. Discover what truly matters.
www.valuescentre.com
We cannot solve our
problems with the
same level of thinking
that created them.
A new level of thinking
=
A new level of consciousness
=
A new way of being
52. Service
Making a Difference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival
7 LEVELS OF PERSONAL CONSCIOUSNESS
CHANGE
No shift in
consciousness
New way of doing.
7
6
5
4
3
2
1
53. Service
Making a Difference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival
7 LEVELS OF PERSONAL CONSCIOUSNESS
TRANSFORMATION
Shift in
consciousness
New way of being.
7
6
5
4
3
2
1
56. PERSONAL
VALUES
CURRENT
CULTURE
DESIRED
CULTURE
MEASURING THE CULTURE
BY MAPPING THE VALUES
Which of the
following
values/behaviours
most reflect who
you are?
Pick ten.
Which of the
following
values/behaviours
most reflect how
your organisation
currently
operates?
Pick ten.
Which of the
following
values/behaviours
most reflect how
you would like
your organisation
to operate? Pick
ten.
57. PLACEMENT OF VALUES BY LEVEL
(100 EMPLOYEES)
Current Culture
10
42 5
7
9
6
8
3
110
1
Tradition (L)
(59)
2 Diversity (54)
3Control (L) (53)
5Knowledge (43)
7Productivity (37)
9Profit (36)
4
Goals
orientation (46)
6 Creativity (42)
8 Image (L) (36)
10
Open
Communication
(31)
Top Ten Values
Service
Making a
difference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival
58. PLACEMENT OF VALUES BY LEVEL
(100 EMPLOYEES)
Current Culture
Service
Making a
difference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival 1
2
3
4
5
6
7
4%
10%
20%
19%
16%
9%
10%
0%
0%
0%
0%
7%
2%
2%
0% 10% 20% 30% 40%
7
6
5
4
3
2
1
11%
Cultural
Entropy
61. that employees encounter in
their day-to-day activities
that prevent the organisation
from operating at peak
performance and cause
employees to experience
stress and prevent them from
getting their needs met.
It is a measure of the
CONFLICT, FRICTION
AND FRUSTRATION
62. I am going to show you
values assessments for
two teams.
Based on these results,
I want you to decide
which team you would
prefer to work in.
63. Discover what truly matters.
www.valuescentre.com
Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)
7
6
5
4
3
2
1
IRS (P)=6-4-1 IRS (L)=0-0-0 IROS (P)=1-1-8-1 IROS (L)=0-0-0-0 IROS (P)=0-3-6-1 IROS (L)=0-0-0-0
customer satisfaction 13 2(O)
making a difference 13 6(S)
commitment 10 5(I)
employee fulfilment 10 6(O)
continuous improvement 9 4(O)
humour/ fun 9 5(O)
shared vision 9 5(O)
customer collaboration 8 6(O)
balance (home/work) 6 4(O)
teamwork 6 4 (R)
customer satisfaction 12 2(O)
continuous improvement 10 4(O)
employee fulfilment 10 6(O)
making a difference 9 6(S)
shared vision 9 5(O)
continuous learning 8 4(O)
accountability 6 4(R)
innovation 6 4(O)
teamwork 6 4(R)
trust 6 5(R)
I = Individual
R = Relationship
Black Underline = PV & CC
Red = PV, CC & DC
Red = CC & DC
Blue = PV & DC
P = Positive
L = Potentially Limiting (white circle)
O = Organisational
S = Societal
Matches
PV - CC 4
CC - DC 6
PV - DC 4
Cultural
Entropy:
Current
Culture
7%
family 15 2(R)
making a difference 13 6(S)
humour/ fun 11 5(I)
well-being 11 6(I)
continuous learning 10 4(I)
commitment 8 5(I)
accountability 7 4(R)
financial stability 7 1(I)
trust 7 5(R)
compassion 6 7(R)
Team “A” (19 People)
64. Discover what truly matters.
www.valuescentre.com
C
T
S 2
1
3
4
5
6
7
Values Distribution
Positive Values
Potentially Limiting Values
C = Common Good
T = Transformation
S = Self-Interest
9%
17%
25%
21%
9%
14%
5%
0%
0%
0%
0% 60%
7
6
5
4
3
2
1
1%
24%
28%
20%
4%
10%
6%
5%
0%
2%
0% 60%
7
6
5
4
3
2
1
4%
22%
23%
27%
10%
9%
5%
0%
0%
0%
0% 60%
7
6
5
4
3
2
1
Personal
Values
Current
Culture Values
Desired
Culture Values
Copyright 2015 Barrett Values Centre
Team “A” (19 People)
Cultural Entropy = 7% Cultural Health = 93%
65. Discover what truly matters.
www.valuescentre.com
Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)
7
6
5
4
3
2
1
IRS (P)=9-3-0 IRS (L)=0-0-0 IROS (P)=0-0-3-0 IROS (L)=0-3-5-0 IROS (P)=0-3-8-0 IROS (L)=0-0-0-0
confusion (L) 15 3(O)
long hours (L) 12 3(O)
short-term focus (L) 11 1(O)
blame (L) 10 2(R)
information hoarding (L) 9 3(R)
manipulation (L) 8 2(R)
hierarchy (L) 8 3(O)
results orientation 7 3(O)
bureaucracy (L) 6 3(O)
quality 6 3(O)
continuous improvement 11 4(O)
information sharing 10 4(O)
quality 9 3(O)
customer satisfaction 8 2(O)
teamwork 8 4(R)
accountability 7 4(R)
professionalism 7 3(O)
efficiency 6 3(O)
balance (home/work) 6 4(O)
continuous learning 6 4(O)
I = Individual
R = Relationship
Black Underline = PV & CC
Orange = PV, CC & DC
Red = CC & DC
Blue = PV & DC
P = Positive
L = Potentially Limiting (white circle)
O = Organisational
S = Societal
Matches
PV - CC 0
CC - DC 1
PV - DC 2
Cultural
Entropy:
Current
Culture
47%
commitment 26 5(I)
honesty 12 5(I)
integrity 9 5(I)
adaptability 8 4(I)
continuous learning 8 4(I)
responsibility 8 4(I)
cooperation 8 5(R)
efficiency 7 3(I)
family 6 2(R)
humour/ fun 6 5(I)
Team “B” (35 People)
66. Discover what truly matters.
www.valuescentre.com
C
T
S 2
1
3
4
5
6
7
Values Distribution
Positive Values
Potentially Limiting Values
C = Common Good
T = Transformation
S = Self-Interest
Personal
Values
Current
Culture Values
Desired
Culture Values
Copyright 2015 Barrett Values Centre
5%
7%
36%
21%
13%
10%
6%
0%
0%
2%
0% 60%
7
6
5
4
3
2
1
2%
5%
7%
16%
11%
6%
6%
25%
11%
11%
0% 60%
7
6
5
4
3
2
1
3%
9%
23%
32%
18%
10%
3%
0%
0%
2%
0% 60%
7
6
5
4
3
2
1
Team “B” (35 People)
Cultural Entropy = 47% Cultural Health = 53%
67. Discover what truly matters.
www.valuescentre.com
ORGANISATION “B”
Low Well-
Being 53%
High Cultural
Entropy 47%
WHICH ORGANISATION WOULD BE
THE LEAST STRESSFUL TO WORK IN
Long hours(L)
Confusion (L)
Short-term focus (L)
Blame (L)
Information hoarding (L)
Manipulation (L)
Hierarchy (L)
Results orientation
Bureaucracy (L)
Quality
Stress
Inducing
Values
Customer satisfaction
Making a difference
Commitment
Employee fulfilment
Continuous improvement
Humour/fun
Shared vision
Customer collaboration
Balance (home/work)
Teamwork
No Stress
Inducing
Values
ORGANISATION “A”
High Well-
Being 93%
Low Cultural
Entropy 7%
68. Clarifying the
value system and
breathing life into
it are the greatest
contributions
a leader can
make.
Peters and Waterman, “In Search of Excellence:
Lessons from America’s best run companies”, 1983
and the Values
69. In the face of
turbulence and
change, culture and
values become the
major source of
continuity and
coherence, of renewal
and sustainability.
Rosabeth Moss Kanter,
Chair of the Harvard University
Advanced Leadership Initiative
and the Values
70. BUILDING A
VALUES-DRIVEN
ORGANISATION
START WITH A
VALUES SURVEY
Should give
you KPIs for
every unit and
the whole
organisation
Should
measure the
personal
entropy of
the leaders
Should
measure
cultural
entropy and
cultural
health
Should be
done every
year
71. Also available in Portuguese, Spanish, French,
German and Turkish
I am immensely grateful
to Richard Barrett and
his organisation for my
continued success, for
changing my own
philosophy of business
and the way
I approach change.
John McFarlane, Chairman
Barclays Bank
73. FREE
MATERIALS
To lead people
through change
To grow a
shared culture
To plan and lead
cultural transformation
Checklist
and overview
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