If you want employees to behave according to the core values of an organization, those core values must first of all – as a core – be hard and true. False core values are just as visible in the transparent digital world as true values .
Unfortunately, it happens that an externally communicated core value can be switched ‘on’ and ‘off’ within the organization. A value that is ‘on’ to the outside world can be ‘off’ internally. So people communicate that they make innovative software, for example, but they do armenia phone number list not act accordingly internally . For example, by not offering digital services because their own ‘innovative’ technology cannot handle that service (NB this is not a made-up example).
The core value ‘innovative’ has an
External function in a company like this, mainly – if not exclusively – as a product in the context of reputation management. If core values are used in this way, they say more about the desired image than about the real identity of an organization. And this is thin ice.
The risks only increase as
A digitalization increasingly forces transparency. The age-old shielding . The problem statement of the organization from the outside world is becoming increasingly difficult to maintain, if not impossible these days. Discrepancies between (external) how butcherbox reached nine-figure annual revenue without investors promises made and demonstrable (internal) behavior have a tangible impact on the formal school email list communication message. It becomes unbelievable. And unbelievable communication leads to inconsistent corporate behavior. Together, these gnaw awa.
