Use Case

Value transfer in organizations

Reaching your goal through reflection and discussion. zweikern supports you in transferring your values into the organization with zweikern Analytics and individual consulting processes. In our use case, we go into exactly how we can help you.

Value transfer: Support in the transfer of corporate values.
A compass for the employees

Values should be developed by organizations instead of being stuck in a brochure

There are values in every organization. These can be explicitly named and written down but often also arise through implicit assumptions and habits. Not all stakeholders necessarily share these values equally, and they also manifest themselves in different ways depending on the area. The values of an organization are in constant exchange with the values of a person and are evaluated by that person based on his or her own attitudes (e.g., "My free time is valuable and promotes my work performance. My company offers good opportunities for a work-life balance"). At the same time, there will always be conflicts between the individual value complex and the company values. In the end, the hierarchy of the respective values determines the extent of the conflict (e.g., "The possibility of participation is significant to me, but my company sees a loss of efficiency in it"). The example shows that an organization's essential values and convictions can already be seen at (or even before) the recruitment interview and then consistently accompany everyday work.

For this to happen, the desired values need to have a visible presence in corporate decisions. They need to be incorporated into leadership behavior. Through this example, they also need to be consolidated in the teams.

Without active control, values tend to become diffuse and more strongly influenced by individual actors and habits. In the long run, the company loses access to the value culture in the departments and hands over responsibility to the controlling actors on site. That usually creates large gaps between hierarchies and departments, as everyone can develop their "own way of working." Coherence and thus an expectable behavior among each other are relatively rare in such a case.

This parallel to organizational culture shows how closely the two topics are interwoven. In this respect, value transfer shares many similarities with corporate culture development and often happens in the same change process.

The current situation in many companies

Values exist in every company, just not in their everyday life

Most companies have a value concept. That is often printed on large posters and thus carried into the company, but only a few manage to establish and live them. The associated brochures and the merchandise produced then often degenerate into superficial PR actions rather than affect. Not infrequently, these values originate from cooperation with external agencies and have thus cost a lot of additional money.

The fact that these advertising posters are rarely put into practice is due on the one hand to the superficiality of the values developed and the lack of involvement of the staff. On the other hand, value concepts receive a lot of time and resources during their creation but only a minimum of attention after their publication. It seems to be assumed that the placement is sufficient and that a clear expectation has been communicated.

Furthermore, who is not familiar with the new "Vision 20XX"? Here, values are often developed on paper to transport the agenda itself and justify it. However, since values live from their presence in everyday work and must (as already described) show themselves in entrepreneurial action, this project usually remains unsuccessful. The responsibility for the consistent implementation of the new or old values is quickly forgotten.

Lived values emerge when a company is founded, in growth phases, in crises, in stagnation, not because you write them on the agenda. Values constantly evolve and, in turn, remain stable in everyday life. In addition, living values are rarely really consciously perceived and therefore not questioned daily. The "old" value system is, therefore, often very stable. It has grown and has a right to exist. Posters and other advertising media can do little to counteract this.

zweikern enables the effective transfer

Reflection and discussion replace the advertising poster

The zweikern goal is to establish values from within, live them, and make them present in everyday life. It is essential to live these values authentically: Because if they appear to be imposed or too forced, they often cause rejection.

The transfer of values is successful when the current value construct is first reflected upon, and its benefits analyzed. Based on the current state, the values are now defined to fit the company's challenges and needs best. However, besides the economic value drivers (e.g., pressure from investors), the internal pressure for change must also be given the necessary space. In addition, conservative or stabilizing values must have their place in the value concept. Surprisingly, very few companies anchor their market economy within the value construct, but they use it every day as the basis for their decisions.

Subsequently, the new value structure has to be translated into everyday life. In the process, individual values can be weighted differently for the different areas of the organization. The new value system must be able to find the middle ground between stability and agility.

In order to facilitate the transfer into everyday life, key persons who can authentically represent, convey, and exemplify the values are a good choice. These key persons should be given the best possible support. Training, joint reflection at regular intervals (supervision), and willingness to change the value construct are examples of support.

Finally, to avoid flying blind, regular monitoring of the value transfer and the individual value concepts is necessary. That is also where the software zweikern Analytics comes in, which records, analyses, and makes all processes and developments visible. So active value transfer succeeds.

In order to successfully implement the goal of value transfer, all phases of the zweikern process are recommended. Together, the values are adapted to everyday life and established in a pilot group. This pilot group can later represent the values in everyday life together with the managers. For the transfer of values, phase 4, the transfer to the client, is a major step. The competencies for one's values and development must be sustainably anchored in the company and live in everyday life. zweikern provides support where the client wants it and constantly promotes the competencies of the entire organization.

The zweikern consulting process

zweikern inspires with its open and honest attitude, constructive and progressive ideas and professional expertise.

1. Basis

2. Pilot

3. Rollout

4. Transfer

The result changes employees and the company

Values are given weight in daily work

If the transfer of values into everyday life and between the organization's different areas is successful, employees identify more strongly with the organization and its values. They engage with these values and thus promote their development. At the same time, the living values construct serves decision-making and consistency in corporate action. That creates security and trust on the part of the workforce. When all participants equally respect the values, a sense of community is created, and the organization's bond increases.

Furthermore, a successful transfer of values reduces the oppositional attitude with which employees often encounter "those up there."

Identifying with the values of the workplace and being able to represent these values to the outside world also has an impact on employees' job satisfaction.

For the organization itself, a controlled, goal-oriented value system increases the control options and effectiveness. It also makes change much easier and less likely to fail.

When values are authentic and present, they serve as a compass for decisions, future planning, and performance behavior of managers and employees. They encourage people to question themselves in their roles. As a side effect, this shifts fluctuation from the expensive area for both sides (recognized late, much invested in the person or one's work) to the more favorable area (identified early, less invested).

A strong value culture can increase brand presence in the product market and presence in the investor market and among potential applicants.

Conclusion and summary

A company with values

In every organization, there are values that guide decisions and actions. In order to actively shape and constructively use this basis, the values must be authentically lived.

A guided value structure rooted in everyday life has many advantages:

  1. Transparency in decision-making
  2. Guidance for the actions of individuals and teams
  3. External impact for customers and potential applicants
  4. Identification with the goals of the organization
  5. Effectiveness and control options for change processes increase
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