ABSTRACT
Many organizations believe values are ‘a good thing’. They see them helping recruit-
ment, and providing useful fodder for the Annual Report – but otherwise remote from
the real world, the bottom line.
Do they say, ‘‘You’re behind on your value targets this year’’, or, ‘‘Breaching values is
a sacking offence?’’ No – but fall behind on your performance targets and you can
expect trouble. Organizations like this don’t manage values. They play with them.
And in regarding values as soft and optional, they usually make three big mistakes:
