SlideShare ist ein Scribd-Unternehmen logo
1 von 13
Downloaden Sie, um offline zu lesen
Examples of
Company Core Values
www.LeadingResources.com
Example #1: Starbucks
Starbucks is a good example of an
organization that is clear about its core
values. Note that while all six of their core
values are equally important, the order in
which they appear speaks volumes about
how Starbucks operates.
Starbucks Core Values
1. Provide a great work environment and
treat each other with respect and dignity.
2. Embrace diversity as an essential
component in the way we do business.
3. Apply the highest standards of excellence
to the purchasing, roasting and fresh
delivery of our coffee.
4. Develop enthusiastically satisfied
customers all the time.
5. Contribute positively to our communities
and our environment.
6. Recognize that profitability is essential to
our future success.
Starbucks Core Values
At Starbucks, performance is measured on the
basis of these core values. The information is
translated into a scorecard and readily shared
with managers, who in turn brainstorm ways to
continually improve. All decisions are driven by
these core values. The result? Starbucks has
enjoyed extraordinary growth and is widely
recognized as a high-performing company,
even during times of economic turbulence.
Example #2: Procter & Gamble
Procter & Gamble is one of the
world’s leading makers of
consumer products. With
billions in sales, P&G has a
reputation for excellence in
marketing. It is a company
whose leaders have assured
its enduring success by
continually reaffirming and
communicating its core values.
Procter & Gamble Core Values
People
• We attract and recruit the finest people in the world.
• We build our organization from within, promoting and
rewarding people without regard to any difference
unrelated to performance.
• We act on the conviction that the men and women of
Procter & Gamble will always be our most important
asset.
Leadership
• We are all leaders in our area of responsibility, with a
deep commitment to deliver leadership results.
• We have a clear vision of where we are going.
• We focus our goals to achieve leadership objectives
and strategies.
Ownership
• We accept personal accountability to meet the
business needs, improve our systems, and help others
improve their effectiveness.
• We all act like owners, treating the company’s assets
as our own and behaving with the company’s long-
term success in mind.
Integrity
• We always try to do the right thing.
• We are honest and straight-forward with each other.
• We operate within the letter and spirit of the law.
• We uphold the values and principles of P&G in every
action and decision.
• We are data-based and intellectually honest in
advocating proposals, including recognizing risks.
Trust
• We are determined to be the best at doing what
matters most.
• We have a healthy dissatisfaction with the status
quo.
• We have a compelling desire to improve and to win in
the marketplace.
Passion for Winning
• We respect our P&G colleagues, customers, and
consumers and treat them as we want to be treated.
• We have confidence in each other’s capabilities and
intentions.
• We believe that people work best when there is a
foundation of trust.
Example #3: Wells Fargo
With $390 billion in assets, Wells Fargo is one
of the few survivors of the global banking
crisis. Wells Fargo underscores the importance
of its values by saying that “if we threw out all
the policy manuals, we could still make
decisions based on our understanding of our
culture.” Look at Wells Fargo’s Core Values
and supporting behaviors to decide for yourself
how well they succeeded.
Wells Fargo Core Values
Ethics
• Maintain the highest standards with customers,
team members, stockholders and our communities.
• Value and reward open, honest two-way
communication.
• Be accountable for our conduct and our decisions.
• Only make promises you intend to keep—do the
things you say you’ll do.
• If things change, let people know.
• Avoid any actual or perceived conflict of interest.
Customer Satisfaction
• Consider the customer in all we do.
• Exceed the expectations of internal and external
customers—surprise and delight them.
• Do what’s right for the customer.
• Talk and act with the customer in mind.
• Build long-term customer relationships.
• Treat customers with care.
Leadership and Personal Accountability
Every team member contributes to our success and
should:
• Run it like you own it.
• Take prudent risks.
• Lead by example.
• Make decisions locally, close to the customer.
• Know your numbers.
• Consider customer, stockholder, team member and
community needs when making decisions.
• Care about each other.
Diversity
• Respect differences among team members,
customers and communities.
• Behave in a way that supports our corporate values.
• Take advantage of different perspectives.
• Support the diversity of our team members,
customers, and communities.
• Leverage diversity as a competitive advantage.
Avoid Hollow Values
When you’re defining an
organization’s core values, it’s
critical to avoid making them
sound hollow by inserting, for
example, your own personal
values for those of the
organization, or making the
exercise too cute.
Here’s an example of a set of “core values” that one
management team came up with:
This list is incomplete. It’s also not well-organized. Some are
legitimate core values, such as acting with integrity. Some are key
values, such as celebrating successes. Some obvious core values
are missing. It should come as no surprise that this particular set
of values had little impact on this organization.
• We work as a team
• We act with integrity and honesty
• We champion and celebrate diversity
• We expect and support exceptional service
• We celebrate our successes
• We encourage creativity and innovation
• We care about our community
Symptoms of "Hollow" Core Values
Related Causes
• People “go it alone”— working at odds with one another.
• People aren’t held accountable.
• People are confused about how their activities and performance objectives
tie into the organization.
• People take actions contrary to the organization’s interests.
• People are reluctant to ask tough questions or clarify their priorities.
• Failure to identify the organization’s core values and communicate them.
• Failure to communicate and clarify the core values throughout the
organization.
• Failure to articulate performance measures tied to core values.
• Lack of feedback and performance measurement tied to the core values.
• Lack of training tied to the core values.
Examples of
Hollow Values
Here’s another example
of what I consider to be
hollow values from
Jamba Juice, a health-
oriented seller of fruit-
based shakes and other
products. Its values spell
out the word “fiber.” The
sentiment behind these
values is heartfelt. But
they don’t reflect what’s
essential to Jamba Juice.
It’s a cute marketing
gimmick, not a reflection
of what’s truly important
to the company.
Fun – Have fun. Smile and create a spirit of celebration
for your customers.
Integrity – Do what you say. Demonstrate good
character and encourage an atmosphere of mutual
trust and respect.
Balance – Live a balanced life. Consider the needs of
customers, team members, and shareholders alike.
Empowerment – Believe in yourself. Be responsive and
innovative. Do whatever it takes to make your
customer happy.
Respect – Be respectful. Help each other to grow.
Contribute to a vibrant and diverse community.
Jamba Juice Core Values
Conclusion
You need to listen carefully for clues that your organization
has failed to engage in a deep examination of the
organization’s core values. If you sense this, or inherit a
listless organization, resolve to do something about it right
away. Nothing is more important if you want to build a
leadership culture.
www.LeadingResources.com

Weitere ähnliche Inhalte

Was ist angesagt?

Excellence in Customer Service: The forgotten marketing strategy - MaRS Best ...
Excellence in Customer Service: The forgotten marketing strategy - MaRS Best ...Excellence in Customer Service: The forgotten marketing strategy - MaRS Best ...
Excellence in Customer Service: The forgotten marketing strategy - MaRS Best ...MaRS Discovery District
 
Chapter 9 : Managing Change
Chapter 9 : Managing ChangeChapter 9 : Managing Change
Chapter 9 : Managing ChangePeleZain
 
How to Live Your Core Values
How to Live Your Core ValuesHow to Live Your Core Values
How to Live Your Core Values7Geese
 
Corporate Culture
Corporate CultureCorporate Culture
Corporate CultureAnitha Rao
 
7 Efficient ways to retain your customers
7 Efficient ways to retain your customers7 Efficient ways to retain your customers
7 Efficient ways to retain your customersVartika Kashyap
 
Corporate Culture Presentation 2 24 11
Corporate Culture Presentation 2 24 11Corporate Culture Presentation 2 24 11
Corporate Culture Presentation 2 24 11Cindy Gordon
 
Organisational culture
Organisational cultureOrganisational culture
Organisational cultureShilpi Panchal
 
Creating a positive workplace culture
Creating a positive workplace cultureCreating a positive workplace culture
Creating a positive workplace cultureeph-hr
 
Leading high performance teams training
Leading high performance teams trainingLeading high performance teams training
Leading high performance teams trainingTonex
 
What is Customer Experience?
What is Customer Experience?What is Customer Experience?
What is Customer Experience?ClearAction
 
Culture Code: Creating A Lovable Company
Culture Code: Creating A Lovable CompanyCulture Code: Creating A Lovable Company
Culture Code: Creating A Lovable CompanyHubSpot
 
Managing Change Power Point
Managing Change Power PointManaging Change Power Point
Managing Change Power PointStephanie Bice
 
Organizational Culture=20
Organizational Culture=20Organizational Culture=20
Organizational Culture=20Sushant Murarka
 
Customer service
Customer serviceCustomer service
Customer serviceAlimakki
 

Was ist angesagt? (20)

Company Values & the Business Case
Company Values & the Business CaseCompany Values & the Business Case
Company Values & the Business Case
 
Excellence in Customer Service: The forgotten marketing strategy - MaRS Best ...
Excellence in Customer Service: The forgotten marketing strategy - MaRS Best ...Excellence in Customer Service: The forgotten marketing strategy - MaRS Best ...
Excellence in Customer Service: The forgotten marketing strategy - MaRS Best ...
 
Chapter 9 : Managing Change
Chapter 9 : Managing ChangeChapter 9 : Managing Change
Chapter 9 : Managing Change
 
How to Live Your Core Values
How to Live Your Core ValuesHow to Live Your Core Values
How to Live Your Core Values
 
Corporate Culture
Corporate CultureCorporate Culture
Corporate Culture
 
Customer Centricity
Customer CentricityCustomer Centricity
Customer Centricity
 
7 Efficient ways to retain your customers
7 Efficient ways to retain your customers7 Efficient ways to retain your customers
7 Efficient ways to retain your customers
 
Corporate Culture Presentation 2 24 11
Corporate Culture Presentation 2 24 11Corporate Culture Presentation 2 24 11
Corporate Culture Presentation 2 24 11
 
Great place to work presentation
Great place to work presentationGreat place to work presentation
Great place to work presentation
 
Organisational culture
Organisational cultureOrganisational culture
Organisational culture
 
Creating a positive workplace culture
Creating a positive workplace cultureCreating a positive workplace culture
Creating a positive workplace culture
 
Customer centricity
Customer centricityCustomer centricity
Customer centricity
 
Leading high performance teams training
Leading high performance teams trainingLeading high performance teams training
Leading high performance teams training
 
Employee Attitude.
Employee Attitude.Employee Attitude.
Employee Attitude.
 
What is Customer Experience?
What is Customer Experience?What is Customer Experience?
What is Customer Experience?
 
Employee Motivation
Employee MotivationEmployee Motivation
Employee Motivation
 
Culture Code: Creating A Lovable Company
Culture Code: Creating A Lovable CompanyCulture Code: Creating A Lovable Company
Culture Code: Creating A Lovable Company
 
Managing Change Power Point
Managing Change Power PointManaging Change Power Point
Managing Change Power Point
 
Organizational Culture=20
Organizational Culture=20Organizational Culture=20
Organizational Culture=20
 
Customer service
Customer serviceCustomer service
Customer service
 

Andere mochten auch

Stand Out from the Crowd - Defining Your Company’s Value Proposition
Stand Out from the Crowd - Defining Your Company’s Value Proposition Stand Out from the Crowd - Defining Your Company’s Value Proposition
Stand Out from the Crowd - Defining Your Company’s Value Proposition The Marx Group
 
Buffer culture 0.6 (With a change to Be a No Ego Doer)
Buffer culture 0.6 (With a change to Be a No Ego Doer)Buffer culture 0.6 (With a change to Be a No Ego Doer)
Buffer culture 0.6 (With a change to Be a No Ego Doer)Buffer
 
Listening skills slide show
Listening skills slide showListening skills slide show
Listening skills slide showVijay Prajapati
 
Leading through Change
Leading through ChangeLeading through Change
Leading through ChangeJim Lefever
 
Mission, Vision and Core Values
Mission, Vision and Core ValuesMission, Vision and Core Values
Mission, Vision and Core ValuesGaurav Arya
 
Dabur brand revitalization & reinforcement
Dabur brand revitalization & reinforcementDabur brand revitalization & reinforcement
Dabur brand revitalization & reinforcementKhalilullah Khan
 
Meditation power point
Meditation power pointMeditation power point
Meditation power pointgman721
 
Aaker Brand Equity Model
Aaker Brand Equity Model Aaker Brand Equity Model
Aaker Brand Equity Model Pawan Negi
 
Intro to Branding & Brand management - Elkottab
Intro to Branding & Brand management - ElkottabIntro to Branding & Brand management - Elkottab
Intro to Branding & Brand management - ElkottabMuhammad Omar
 

Andere mochten auch (20)

Core Values
Core ValuesCore Values
Core Values
 
Core values
Core valuesCore values
Core values
 
Stand Out from the Crowd - Defining Your Company’s Value Proposition
Stand Out from the Crowd - Defining Your Company’s Value Proposition Stand Out from the Crowd - Defining Your Company’s Value Proposition
Stand Out from the Crowd - Defining Your Company’s Value Proposition
 
Buffer culture 0.6 (With a change to Be a No Ego Doer)
Buffer culture 0.6 (With a change to Be a No Ego Doer)Buffer culture 0.6 (With a change to Be a No Ego Doer)
Buffer culture 0.6 (With a change to Be a No Ego Doer)
 
Core Values Slides
Core Values SlidesCore Values Slides
Core Values Slides
 
Listening skills slide show
Listening skills slide showListening skills slide show
Listening skills slide show
 
Leading through Change
Leading through ChangeLeading through Change
Leading through Change
 
Conscious Leadership
Conscious LeadershipConscious Leadership
Conscious Leadership
 
Awaken The Leader In You
Awaken The Leader In YouAwaken The Leader In You
Awaken The Leader In You
 
Mission, Vision and Core Values
Mission, Vision and Core ValuesMission, Vision and Core Values
Mission, Vision and Core Values
 
Benefits of Meditation
Benefits of MeditationBenefits of Meditation
Benefits of Meditation
 
Tribal leadership slideshare
Tribal leadership slideshareTribal leadership slideshare
Tribal leadership slideshare
 
Dabur brand revitalization & reinforcement
Dabur brand revitalization & reinforcementDabur brand revitalization & reinforcement
Dabur brand revitalization & reinforcement
 
Brand Element
Brand ElementBrand Element
Brand Element
 
Meditation power point
Meditation power pointMeditation power point
Meditation power point
 
Managing Brand Equity
Managing Brand EquityManaging Brand Equity
Managing Brand Equity
 
Leadership ppt
Leadership pptLeadership ppt
Leadership ppt
 
Aaker Brand Equity Model
Aaker Brand Equity Model Aaker Brand Equity Model
Aaker Brand Equity Model
 
Customer Equity
Customer EquityCustomer Equity
Customer Equity
 
Intro to Branding & Brand management - Elkottab
Intro to Branding & Brand management - ElkottabIntro to Branding & Brand management - Elkottab
Intro to Branding & Brand management - Elkottab
 

Ähnlich wie Examples of Company Core Values

Aljazeera Organizational Behavior
Aljazeera Organizational BehaviorAljazeera Organizational Behavior
Aljazeera Organizational BehaviorAli Alshourbagy
 
Defining Core Values for Success
Defining Core Values for SuccessDefining Core Values for Success
Defining Core Values for SuccessTaylor Larkin
 
Shopee Values Handbook (EN).pdf
Shopee Values Handbook (EN).pdfShopee Values Handbook (EN).pdf
Shopee Values Handbook (EN).pdfWeiJian20
 
Guiding principles Sumaya's presentation
Guiding principles   Sumaya's presentationGuiding principles   Sumaya's presentation
Guiding principles Sumaya's presentationSumaya Shakir
 
Salesforce Ohana Culture
Salesforce Ohana Culture Salesforce Ohana Culture
Salesforce Ohana Culture Sanusi Yushau
 
From Diversity Zero to Hero: The GoDaddy Transformation Story
From Diversity Zero to Hero: The GoDaddy Transformation StoryFrom Diversity Zero to Hero: The GoDaddy Transformation Story
From Diversity Zero to Hero: The GoDaddy Transformation StoryLever Inc.
 
Need & relevance of values in management
Need & relevance of values in managementNeed & relevance of values in management
Need & relevance of values in managementRishav Mahajan
 
Grace Engineered Products Culture Document- Mission and Culture
Grace Engineered Products Culture Document- Mission and CultureGrace Engineered Products Culture Document- Mission and Culture
Grace Engineered Products Culture Document- Mission and CultureGrace Engineered Products
 
Ab in bev-ten_principles
Ab in bev-ten_principlesAb in bev-ten_principles
Ab in bev-ten_principlesceiestudos
 
Cultivating Company Culture in Your Practice
Cultivating Company Culture in Your PracticeCultivating Company Culture in Your Practice
Cultivating Company Culture in Your PracticeWebPT
 
LOVE JINDAL-LIVING OUR VALUES EVERY Day IN JINDAL - ABRIDGED.pptx
LOVE JINDAL-LIVING OUR VALUES EVERY Day IN JINDAL - ABRIDGED.pptxLOVE JINDAL-LIVING OUR VALUES EVERY Day IN JINDAL - ABRIDGED.pptx
LOVE JINDAL-LIVING OUR VALUES EVERY Day IN JINDAL - ABRIDGED.pptxskbehera9
 
Culture Brand Connection 2015
Culture Brand Connection 2015Culture Brand Connection 2015
Culture Brand Connection 2015therababb
 
Fresh Food Manager (1)
Fresh Food Manager (1)Fresh Food Manager (1)
Fresh Food Manager (1)Darren Frost
 
Non Food Manager (1)
Non Food Manager (1)Non Food Manager (1)
Non Food Manager (1)Darren Frost
 
WF Vision and Values 2012
WF Vision and Values 2012WF Vision and Values 2012
WF Vision and Values 2012marlena8980
 
Checkout Manager -Checkouts and Services (1)
Checkout Manager -Checkouts and Services (1)Checkout Manager -Checkouts and Services (1)
Checkout Manager -Checkouts and Services (1)Darren Frost
 

Ähnlich wie Examples of Company Core Values (20)

Aljazeera Organizational Behavior
Aljazeera Organizational BehaviorAljazeera Organizational Behavior
Aljazeera Organizational Behavior
 
Defining Core Values for Success
Defining Core Values for SuccessDefining Core Values for Success
Defining Core Values for Success
 
Shopee Values Handbook (EN).pdf
Shopee Values Handbook (EN).pdfShopee Values Handbook (EN).pdf
Shopee Values Handbook (EN).pdf
 
Guiding principles Sumaya's presentation
Guiding principles   Sumaya's presentationGuiding principles   Sumaya's presentation
Guiding principles Sumaya's presentation
 
Salesforce Ohana Culture
Salesforce Ohana Culture Salesforce Ohana Culture
Salesforce Ohana Culture
 
From Diversity Zero to Hero: The GoDaddy Transformation Story
From Diversity Zero to Hero: The GoDaddy Transformation StoryFrom Diversity Zero to Hero: The GoDaddy Transformation Story
From Diversity Zero to Hero: The GoDaddy Transformation Story
 
Need & relevance of values in management
Need & relevance of values in managementNeed & relevance of values in management
Need & relevance of values in management
 
Allocadia's Culture Code
Allocadia's Culture CodeAllocadia's Culture Code
Allocadia's Culture Code
 
Allocadia Culture Code
Allocadia Culture CodeAllocadia Culture Code
Allocadia Culture Code
 
Grace Engineered Products Culture Document- Mission and Culture
Grace Engineered Products Culture Document- Mission and CultureGrace Engineered Products Culture Document- Mission and Culture
Grace Engineered Products Culture Document- Mission and Culture
 
Ab in bev-ten_principles
Ab in bev-ten_principlesAb in bev-ten_principles
Ab in bev-ten_principles
 
Cultivating Company Culture in Your Practice
Cultivating Company Culture in Your PracticeCultivating Company Culture in Your Practice
Cultivating Company Culture in Your Practice
 
LOVE JINDAL-LIVING OUR VALUES EVERY Day IN JINDAL - ABRIDGED.pptx
LOVE JINDAL-LIVING OUR VALUES EVERY Day IN JINDAL - ABRIDGED.pptxLOVE JINDAL-LIVING OUR VALUES EVERY Day IN JINDAL - ABRIDGED.pptx
LOVE JINDAL-LIVING OUR VALUES EVERY Day IN JINDAL - ABRIDGED.pptx
 
Culture Brand Connection 2015
Culture Brand Connection 2015Culture Brand Connection 2015
Culture Brand Connection 2015
 
Hbo
HboHbo
Hbo
 
Fresh Food Manager (1)
Fresh Food Manager (1)Fresh Food Manager (1)
Fresh Food Manager (1)
 
What are values
What are valuesWhat are values
What are values
 
Non Food Manager (1)
Non Food Manager (1)Non Food Manager (1)
Non Food Manager (1)
 
WF Vision and Values 2012
WF Vision and Values 2012WF Vision and Values 2012
WF Vision and Values 2012
 
Checkout Manager -Checkouts and Services (1)
Checkout Manager -Checkouts and Services (1)Checkout Manager -Checkouts and Services (1)
Checkout Manager -Checkouts and Services (1)
 

Mehr von Leading Resources, Inc.

Strategic Policy Governance – a System That Works for Publicly-Elected Boards
Strategic Policy Governance – a System That Works for Publicly-Elected BoardsStrategic Policy Governance – a System That Works for Publicly-Elected Boards
Strategic Policy Governance – a System That Works for Publicly-Elected BoardsLeading Resources, Inc.
 
The Three Types of Leadership Development
The Three Types of Leadership DevelopmentThe Three Types of Leadership Development
The Three Types of Leadership DevelopmentLeading Resources, Inc.
 
Improving Business Processes to Increase Efficiency
Improving Business Processes to Increase EfficiencyImproving Business Processes to Increase Efficiency
Improving Business Processes to Increase EfficiencyLeading Resources, Inc.
 
How to Create a Balanced Performance Scorecard
How to Create a Balanced Performance ScorecardHow to Create a Balanced Performance Scorecard
How to Create a Balanced Performance ScorecardLeading Resources, Inc.
 
The Five Habits of High-Performing Boards
The Five Habits of High-Performing BoardsThe Five Habits of High-Performing Boards
The Five Habits of High-Performing BoardsLeading Resources, Inc.
 

Mehr von Leading Resources, Inc. (8)

Three Phases of Leadership Development
Three Phases of Leadership DevelopmentThree Phases of Leadership Development
Three Phases of Leadership Development
 
Strategic Policy Governance – a System That Works for Publicly-Elected Boards
Strategic Policy Governance – a System That Works for Publicly-Elected BoardsStrategic Policy Governance – a System That Works for Publicly-Elected Boards
Strategic Policy Governance – a System That Works for Publicly-Elected Boards
 
The Three Types of Leadership Development
The Three Types of Leadership DevelopmentThe Three Types of Leadership Development
The Three Types of Leadership Development
 
Improving Business Processes to Increase Efficiency
Improving Business Processes to Increase EfficiencyImproving Business Processes to Increase Efficiency
Improving Business Processes to Increase Efficiency
 
How to Create a Balanced Performance Scorecard
How to Create a Balanced Performance ScorecardHow to Create a Balanced Performance Scorecard
How to Create a Balanced Performance Scorecard
 
The Five Habits of High-Performing Boards
The Five Habits of High-Performing BoardsThe Five Habits of High-Performing Boards
The Five Habits of High-Performing Boards
 
How to Delegate Effectively
How to Delegate EffectivelyHow to Delegate Effectively
How to Delegate Effectively
 
What is Competent Communication?
What is Competent Communication?What is Competent Communication?
What is Competent Communication?
 

Kürzlich hochgeladen

PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfHajeJanKamps
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)tazeenaila12
 
To Create Your Own Wig Online To Create Your Own Wig Online
To Create Your Own Wig Online  To Create Your Own Wig OnlineTo Create Your Own Wig Online  To Create Your Own Wig Online
To Create Your Own Wig Online To Create Your Own Wig Onlinelng ths
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsIntellect Design Arena Ltd
 
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxCracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxWorkforce Group
 
Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..dlewis191
 
Introduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxIntroduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxJemalSeid25
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Winbusinessin
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfCharles Cotter, PhD
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Lviv Startup Club
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfJohnCarloValencia4
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...AustraliaChapterIIBA
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024Stephan Koning
 
A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.mcshagufta46
 
Lecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toLecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toumarfarooquejamali32
 
Tata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakTata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakEditores1
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBBPMedia1
 
MC Heights construction company in Jhang
MC Heights construction company in JhangMC Heights construction company in Jhang
MC Heights construction company in Jhangmcgroupjeya
 
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...IMARC Group
 

Kürzlich hochgeladen (20)

PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
 
To Create Your Own Wig Online To Create Your Own Wig Online
To Create Your Own Wig Online  To Create Your Own Wig OnlineTo Create Your Own Wig Online  To Create Your Own Wig Online
To Create Your Own Wig Online To Create Your Own Wig Online
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking Applications
 
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxCracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
 
Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..
 
Introduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxIntroduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptx
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 
A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.
 
Lecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toLecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb to
 
Tata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakTata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerak
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
 
MC Heights construction company in Jhang
MC Heights construction company in JhangMC Heights construction company in Jhang
MC Heights construction company in Jhang
 
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
 

Examples of Company Core Values

  • 1. Examples of Company Core Values www.LeadingResources.com
  • 2. Example #1: Starbucks Starbucks is a good example of an organization that is clear about its core values. Note that while all six of their core values are equally important, the order in which they appear speaks volumes about how Starbucks operates.
  • 3. Starbucks Core Values 1. Provide a great work environment and treat each other with respect and dignity. 2. Embrace diversity as an essential component in the way we do business. 3. Apply the highest standards of excellence to the purchasing, roasting and fresh delivery of our coffee. 4. Develop enthusiastically satisfied customers all the time. 5. Contribute positively to our communities and our environment. 6. Recognize that profitability is essential to our future success.
  • 4. Starbucks Core Values At Starbucks, performance is measured on the basis of these core values. The information is translated into a scorecard and readily shared with managers, who in turn brainstorm ways to continually improve. All decisions are driven by these core values. The result? Starbucks has enjoyed extraordinary growth and is widely recognized as a high-performing company, even during times of economic turbulence.
  • 5. Example #2: Procter & Gamble Procter & Gamble is one of the world’s leading makers of consumer products. With billions in sales, P&G has a reputation for excellence in marketing. It is a company whose leaders have assured its enduring success by continually reaffirming and communicating its core values.
  • 6. Procter & Gamble Core Values People • We attract and recruit the finest people in the world. • We build our organization from within, promoting and rewarding people without regard to any difference unrelated to performance. • We act on the conviction that the men and women of Procter & Gamble will always be our most important asset. Leadership • We are all leaders in our area of responsibility, with a deep commitment to deliver leadership results. • We have a clear vision of where we are going. • We focus our goals to achieve leadership objectives and strategies. Ownership • We accept personal accountability to meet the business needs, improve our systems, and help others improve their effectiveness. • We all act like owners, treating the company’s assets as our own and behaving with the company’s long- term success in mind. Integrity • We always try to do the right thing. • We are honest and straight-forward with each other. • We operate within the letter and spirit of the law. • We uphold the values and principles of P&G in every action and decision. • We are data-based and intellectually honest in advocating proposals, including recognizing risks. Trust • We are determined to be the best at doing what matters most. • We have a healthy dissatisfaction with the status quo. • We have a compelling desire to improve and to win in the marketplace. Passion for Winning • We respect our P&G colleagues, customers, and consumers and treat them as we want to be treated. • We have confidence in each other’s capabilities and intentions. • We believe that people work best when there is a foundation of trust.
  • 7. Example #3: Wells Fargo With $390 billion in assets, Wells Fargo is one of the few survivors of the global banking crisis. Wells Fargo underscores the importance of its values by saying that “if we threw out all the policy manuals, we could still make decisions based on our understanding of our culture.” Look at Wells Fargo’s Core Values and supporting behaviors to decide for yourself how well they succeeded.
  • 8. Wells Fargo Core Values Ethics • Maintain the highest standards with customers, team members, stockholders and our communities. • Value and reward open, honest two-way communication. • Be accountable for our conduct and our decisions. • Only make promises you intend to keep—do the things you say you’ll do. • If things change, let people know. • Avoid any actual or perceived conflict of interest. Customer Satisfaction • Consider the customer in all we do. • Exceed the expectations of internal and external customers—surprise and delight them. • Do what’s right for the customer. • Talk and act with the customer in mind. • Build long-term customer relationships. • Treat customers with care. Leadership and Personal Accountability Every team member contributes to our success and should: • Run it like you own it. • Take prudent risks. • Lead by example. • Make decisions locally, close to the customer. • Know your numbers. • Consider customer, stockholder, team member and community needs when making decisions. • Care about each other. Diversity • Respect differences among team members, customers and communities. • Behave in a way that supports our corporate values. • Take advantage of different perspectives. • Support the diversity of our team members, customers, and communities. • Leverage diversity as a competitive advantage.
  • 9. Avoid Hollow Values When you’re defining an organization’s core values, it’s critical to avoid making them sound hollow by inserting, for example, your own personal values for those of the organization, or making the exercise too cute.
  • 10. Here’s an example of a set of “core values” that one management team came up with: This list is incomplete. It’s also not well-organized. Some are legitimate core values, such as acting with integrity. Some are key values, such as celebrating successes. Some obvious core values are missing. It should come as no surprise that this particular set of values had little impact on this organization. • We work as a team • We act with integrity and honesty • We champion and celebrate diversity • We expect and support exceptional service • We celebrate our successes • We encourage creativity and innovation • We care about our community
  • 11. Symptoms of "Hollow" Core Values Related Causes • People “go it alone”— working at odds with one another. • People aren’t held accountable. • People are confused about how their activities and performance objectives tie into the organization. • People take actions contrary to the organization’s interests. • People are reluctant to ask tough questions or clarify their priorities. • Failure to identify the organization’s core values and communicate them. • Failure to communicate and clarify the core values throughout the organization. • Failure to articulate performance measures tied to core values. • Lack of feedback and performance measurement tied to the core values. • Lack of training tied to the core values.
  • 12. Examples of Hollow Values Here’s another example of what I consider to be hollow values from Jamba Juice, a health- oriented seller of fruit- based shakes and other products. Its values spell out the word “fiber.” The sentiment behind these values is heartfelt. But they don’t reflect what’s essential to Jamba Juice. It’s a cute marketing gimmick, not a reflection of what’s truly important to the company. Fun – Have fun. Smile and create a spirit of celebration for your customers. Integrity – Do what you say. Demonstrate good character and encourage an atmosphere of mutual trust and respect. Balance – Live a balanced life. Consider the needs of customers, team members, and shareholders alike. Empowerment – Believe in yourself. Be responsive and innovative. Do whatever it takes to make your customer happy. Respect – Be respectful. Help each other to grow. Contribute to a vibrant and diverse community. Jamba Juice Core Values
  • 13. Conclusion You need to listen carefully for clues that your organization has failed to engage in a deep examination of the organization’s core values. If you sense this, or inherit a listless organization, resolve to do something about it right away. Nothing is more important if you want to build a leadership culture. www.LeadingResources.com