Values Technology, Inc. provides services to help organizations align their culture and operations with their strategy through assessing organizational values. They use a validated values assessment tool to identify the core values of employees, leadership, and the organization. This helps improve alignment, increase productivity and engagement, improve customer service, and decrease costs. Their process involves identifying organizational values, educating and aligning the entire organization with the values.

1. Values Technology, IncWhat is Values Technology?What can it do for you?What are the benefits for your Organization?1Confidential: Values Technology, Inc. Organization & Performance Excellence

2. Values Technology, Inc.Values Technology, Inc. Company Organization & Performance Excellence2

3. Value PropositionAlignment through Values:Strategy aligns with market and societal changesDecreases operating expenses and avoidable costs

4. Improves customer service

5. Take advantage of new opportunitiesOrganizational communication systemsImproves communication to improve efficiency and decrease costs of wasted effortEmployee EngagementReduce turnover

6. Reach objectives faster and more efficientlyPerformance & CompetenciesIncreases employee and workgroup productivity

7. Targets the underlying developmental needs of an employee to improve performance

8. Identifies and supports gaps in an employees vales that drive behaviors and skills to decrease costs of development, and decrease costs of wasted training effort Recruitment, Selection & RetentionMatches the right person to the right job

9. Develops an adjustable career pathway tailored to the employee as they change over time

10. Avoid hiring delays3Confidential: Values Technology, Inc. Organization & Performance Excellence

11. Organizational Values LifecycleAll institutions have a “value core” out of which come all their behaviors, rules, and management structures or the “Corporate Culture.”

12. This “value core” develops through the lifecycle of the organization and is based on the popularly held images of the Executive Team.4Confidential: Values Technology, Inc. Organization & Performance Excellence

13. Values Align Culture & Operations to StrategyValues Alignment results in a strong organization where the Values align each business activity with the values of colleagues and the customer.Processes & PracticesCompetencies&CVPBusinessStrategyPolicies &ProceduresRecruitment& SelectionLeadershipDevelopmentCorporateIdentityRetentionCommunicationWhat are the core values that make the corporate identity?Are they aligned throughout the company?Are they supported throughout the system and process?Values Technology, Inc. Company Organization & Performance Excellence5

14. Aligning the System through ValuesAlignment is achieved by consensus on the core values that form the unique cultural identity of the organization, enabling the core competencies of each position to create competitive advantage in business operations and customer service.Alignment of teams within the organizationReconciling individual goals and values within teamsBusinessteam 2team member valuesvalues ofvalues ofperson 4person 1Unclear Value CentreLeadership Team Core Values team member valuesteam member valuesOrganizationalCore Values values ofperson 2business team 1business team 3values ofperson 3team member valuesbusiness team 4Values Technology, Inc. Organization & Performance Excellence6

15. Aligning Culture with Strategy through Values“A well designed strategic management process in which alignment is continually sought between organizational elements, external elements and choice of strategy (Galbraith and Kazanjian, 1986) will include appraisal of organizational culture” (Bennett, et al., 1994). Values Assessment and Alignment appraises the drivers of the elements of the culture as described by Saffold (1988) as “sociological penetration, psychological penetration, historical penetration, and artifactual penetration, elemental coherence, symbolic potency, strategic fit, and alloplasticity.” and the “cultural web” elements described by Johnson and Scholes (1999) as stories, rituals and routines, symbols, organizational structure, control systems, and power structures.”The Values Assessment enables and activates any Competency model by identifying which competencies are out of alignment with an individual’s Values. This knowledge allows supervisors to coach employees from a Values perspective rather than a skills perspective, because values drive competencies, skills and behaviors. When we tell someone how to behave, even if we give them skill training, they might not have an internal value that supports that skill or behavior and, psychologically, will not practice that skill. We need to work from the level of Values and internal motivation to teach skills that match with competencies required for the position.Values Technology, Inc. Organization & Performance Excellence7

16. Aligning Culture with Strategy through Values“Identifying misalignments means looking around the organization, talking to people, getting input, and asking, “If these are our core values and this is fundamentally why we exist, what are the obstacles that get in our way?” For instance, many organizations say they respect and trust their people to do the right thing, but they undermine that statement by doing X, Y, and Z…First, you cannot “set” organizational values, you can only discover them. Nor can you “install” new core values into people. Core values are not something people “buy in” to. People must be predisposed to holding them. Executives often ask me, “How do we get people to share our core values?” You don’t. Instead, the task is to find people who are already predisposed to sharing your core values. You must attract and then retain these people and let those who aren’t predisposed to sharing your core values go elsewhere” (Collins, 2000).“Strategic values are motivating to employees tothe extent that they reflect employees' internal affective,normative, and task-oriented values, a zone of existing values” (Paarlberg & Perry,2007).Alignment of dominant cultural values within society, industry, and the organization will better position the firm for effective achievement of its objectives (Cartwright & Cooper,1993; Cox & Blake,1991). 8Values Technology, Inc. Organization & Performance Excellence

17. Values Technology, Inc.Increasing Business Value…..through Human Values.“Values are ideals that give significance to our lives, that are reflected through the priorities that we choose, and that we act on consistently and repeatedly.” – Brian P. Hall, PhD.Values Technology, Inc. is anchored by the unique values framework that Dr. Brian P. Hall developed and honed since the early 1970’s. This framework has been validated by academic institutions and tens of thousands of assessments with many global organizations.Values Technology, Inc. has engineered a multi-cultural values measurement system that accurately identifies an individual’s, team’s and organization’s core values. The system employs a 125 question survey that tabulates one’s values from a past, present, and future perspective, providing an accurate portrayal of motivations and goals to develop competencies, skills, decision making ability and behaviors. Using the well researched and independently validated values measurement instrument based on the Hall-Tonna Theory, organizations can understand the collective values of employees, leadership and the organization, thereby improving organizational alignment to take advantage of market opportunities, improve customer service, and decrease costs of misaligned communication. Values Technology, Inc. Organization & Performance Excellence9

18. Values Technology, Inc.Values Technology, Inc. Organization & Performance ExcellenceHALL-TONNA VALUES MAP10

19. Values Technology, Inc.Leadership and Organisational Development Pathway11Confidential: Values Technology, Inc. Organization & Performance Excellence

20. Case Study 1Wallenius Lines- A 140+ year old Global Shipping Company with Organizational Change Initiative and Merger with Wilh. Wilhelmsen, a industry leading Global Shipping Services Company.Creative new organizational culture based on Teaming, Innovation, Empowerment, Customer Satisfaction and Stewardship

21. Values-based Leadership Development of 60+ Executives

22. Values Survey deployed to 3,000 employees to expedite change and cultural orientation during merger with Wilhelmsen.

23. Americas Business Unit recently named one of the Top 25 “Great Places to Work”Values Technology, Inc. Organization & Performance Excellence12

24. Siemens Corporation -- 150th Anniversary Project to Determine the Values of the Organization for the Next 150 Years.Historical Analysis—values analysis of Werner Von Siemens writings

25. Senior Executive Leadership Development

26. Worldwide Assessment: 8,000 employees in Asia, Europe, North America, South America; 3 languages—English, German, Spanish

27. Establishment of Corporate-wide Principles

28. Values analysis of regions, businesses, and companiesCase Study 2Values Technology, Inc. Organization & Performance Excellence13

29. Clarica -- A 100+ Year Old Mutual Insurance Company with Cultural Renewal Initiative and Merger with an Global 500 Financial Services Company

30. Transformed “entitlement” culture to a culture based on self-initiative and interdependence