Masonry Magazine October 2002 Page. 30
Strategic Value
we can elevate its status from being simply a statistical correlation to that of a cause-and-effect relationship.
An enterprise is composed of transactions. Behind every transaction lie relationships some good, some bad. Constructive, long-term relationships require trust and respect, inseparable, intertwined values. Trust and respect depend on fulfillment of the expectations of one party by the other. Expectations are based on values. Everything else being equal, two parties sharing deeply held values in common are drawn toward one another and develop a productive rapport. Conversely, where values conflict, it becomes much more difficult to develop rapport and "Get to Yes"
Values are the organization's essential and enduring tenets -a small set of general guiding principles; not to be compromised for short-term financial gain or expediency.
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28 Masonry
October 2002
Clearly, values are logically a cause and the type and strength of relationships are direct effects, anywhere relationships occur.
Market value
Now let's shift attention specifically to the impact of values in the marketplace. If you have been highly successful in the marketplace you likely have consistently done an excellent job at answering three Strategic Questions:
What are you going to sell?
Who is your market?
How are you going to beat or avoid your competition?
All three questions are totally wrapped up with values. For example, will you offer only products and services that provide social benefit? Which customers (and suppliers) should you "fire" because they cause you to constantly spin your wheels over a mismatch of values? What benefits can you provide that differentiate you and your offering from your competitors. Even if you have to compete on a commodity basis, where price is king, what can you do to get your act together internally to reduce your customer's total transaction costs and still satisfy your values, including profitability?
Everywhere you look you see anecdotal evidence that values and market success are causally related. Scores of our clients report that their values such as trustworthiness and integrity are the reason their customers choose them over their competitors.
Values will become even more critical determinants of market success in the future as the marketplace evolves. What is known as the Experience Economy is superseding the Service Economy and will itself be superseded by an emerging Transformation Economy, where the highest product forms are the customers themselves, transformed the way they want to be. So it is not hard to conceive of markets where values become the most important, explicit part of an organization's offering.
Conclusion? Values of organizations cause market success today and in the future.
Internal value
Now, how about the internal operation and culture of an organization? Can we logically support the assertion that values cause success there too?
Nowhere are relationships more important than in the internal workings of an organization. Unity in those relationships is crucial for fostering the synergistic cooperation that produces high performance. Colonial theologian Jonathan Edwards' statement, "One alone is nothing," rings true.
Creating unity in a team is a crucial leadership function. It depends heavily on shared values as well as shared vision. Cultures attract leaders with like values and leaders attract followers with like values and, thus, build strong cultures based on
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