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Company values are only authentic if they are not means to an end, but they are the end in themselves.
Most corporations have a set of values, but many interpret them as a means to an end. The end is usually improving the bottom line, whether through branding, employee motivation, retention or organisational alignment.
Whether your company has a responsibility culture, believing it is fully responsible for its own future or believes is totally at the mercy of external forces, neither belief is “true”. However, if you believe you create your own future you have a powerful basis for taking action, under any circumstances.
When you read the company statements that accompany their results, it is interesting to see managers’ assumptions. Although positive results are often created by management’s stellar performance, negative results are often ascribed to the “slings and arrows of outrageous fortune”, usually known as the market.
Due to the Yin and Yang nature of strategy or execution, it is much more likely that they both fail or both succeed, than only one of them is flawed
Turnaround CEOs and Equity Analysts are fond of declaring “the company’s strategy is right, but was executed poorly. We just need to focus on execution now.” I always wonder how do they know? If it was not executed, why are they so certain the strategy was right?
A disaster-prone culture that incubates blow-ups is directly linked to how top management transmit earnings pressure to their subordinates.
Every quarter brings stories of new blow-ups where losses have been hidden until they have snowballed, sometimes destroying the company.