There are 3 critical issues preoccupying organizations around the world in the 21st century:

  • How to reduce burnout, increase well being, engagement and productivity to attract talented people?

  • How to transform your workplace culture in response to a global, digital world?

  • How to create a sustainable values-driven organization which takes care of people, profits, and the planet?

Building a successful corporate culture has become the most significant source of competitive advantage and brand differentiation in business today. Traditionally, it has been difficult to measure workplace culture, because values and behaviors are difficult to measure. Now, with the Cultural Transformation Tools (CTT) from the Barrett Values Centre we make the intangible, tangible.



Why are values-driven organizations the most successful organizations?


So what are values and why are they important?

Values are deeply held principles that people hold to when making decisions. Individuals express their values though their behaviors. Organizations express their values through their working culture.

Research shows that there is a strong link between financial performance and the alignment of an organization’s operating values to the employee’s personal values. Who you are and what you stand for is becoming just as important as the quality of products and services you provide.

In Corporate Culture and Performance, John P. Kotter and James L. Heskett show that companies with strong adaptive cultures based on shared values outperformed other companies by a significant margin. Over an eleven-year period, the companies that emphasized all stakeholders grew four times faster than companies that did not. They also found that these companies had job creation rates seven times higher, stock prices that grew 12 times faster, and profit performance that was 750 times higher than companies that did not have shared values and adaptive cultures.

In Built to Last, Jim Collins and Jerry Porras show that companies that consistently focused on building strong corporate cultures over a period of several decades, outperformed companies that did not by a factor of 6 and outperformed the general stock market by a factor of 15.

And how can we measure it?

Cultural Transformation Tools (CTT)

Measurement Matters

In 1997, an innovative set of assessments that map the values of individuals and organizations was developed called the Barrett Values Center Cultural Transformation Tools (CTT). The CTT assessment is a detailed diagnostic report of an organizational culture and a road-map for continuous improvement. The Barrett Values Center Cultural Transformation Tools are based on the Seven Levels of Consciousness model. They allow the organization to measure the alignment of the personal values of the employees with those of the current culture of the organization, and those of the current culture with the desired culture.


A Proven Success

A noted Australian Bank used the CTT assessment to understand its current values and to begin work on a program of cultural transformation. In 5 years, the level of employee satisfaction rose from 49% to 85%. The shift in values was accompanied by a significant improvement in shareholder value and profitability.


What information will I receive about my business using a values assessment?

CTT-Certified Consultants start by working with senior executives to design and customize an online values assessment that reflects the personal values of the survey participants and the nature of their business. The resulting data allow a variety of plots and reports to be produced.

1. Business Needs Scorecard

The Business Needs Scorecard translates the cultural values chosen by the group into a business perspective. The Scorecard focuses on six key areas recognized as being necessary for high performance: finance (profitability), fitness (performance), client relations, evolution (new products and services), culture, and societal contribution.


2. Values Plot

The Values Plot visually demonstrates the alignment of the top Personal Values, Current Culture Values and Desired Culture Values according to the Seven Levels of Consciousness model. It shows what the priorities of the employees in your organization are, how they see the culture now (those aspects which are supporting the organization and those which are holding it back) and the values they believe promote high performance. It clearly identifies where values are aligned and where differences arise.


3. Values Distribution

The Values Distribution diagram compares the percentage distribution of all votes (positive and potentially limiting) for personal, current culture and desired culture values at each of the Seven Levels.

It also shows the level of cultural entropy. Cultural entropy measures the internal frictions, relationship issues, structural misalignment, and system problems existing in your organization that are working against the achievement of your mission, vision, and strategy. Cultural entropy has a direct impact on employee fulfillment, customer satisfaction and, therefore, on profitability.


4. Alignment of Positive Values

This diagram focuses purely on positive values. Any significant jumps in the percentage distribution between current and desired culture at each level represent a request from the employees within your organization for greater focus in that particular area. The diagram shows the degree of alignment between personal values and the current and desired cultures.


5. CTS Diagram

The CTS Diagram allows you to see where employees are now, how they see the current organizational culture, and where they want the focus of your business to be.

  • Common good – the way in which the people and the organization make a difference to internal and external customers and society-at-large through service.

  • Transformation – the ability of the organization to adapt, renew itself, and build resilience.

  • Self-Interest – recognition of the necessity of taking care of basic business needs.

According to a study by Economics Intelligence Unit, 72% of strategic leaders recognize culture as a priority and maintain the same as a part of their top 4 strategic initiatives. 

What are CEOS saying about Cultural Transformation?

"When I reflect on what makes an outstanding organization, I keep coming back to the effectiveness of our people individually and collectively. Our responsibility as leaders therefore is to enhance, harness and direct the capacity and energy of our people towards virtuous and valuable ends. Long-term success has to have a solid foundation built on principles and values that act as a center of gravity. In business you get what you target, design, measure, provide incentives for and are passionate about. This applies equally to principles and values, which need to be nurtured and directed through an effective whole systems approach and value-management framework. As an active and experienced user of The Barrett Value Center Cultural Transformation Tools, I recommend the frameworks to anyone who is committed to a values-based approach and to long-term sustainable success."

John McFarlane

Chief Executive Officer, ANZ, Melbourne, Australia

"If you want your organization to consistently perform at peak levels, you need to become value-driven. A company that is characterized by strong alignment between individual values and corporate values; a company characterized by strong alignment between individual and group sense of mission; a place where the "walk" matches the "talk". And it all starts with you, the leader. The cynics in the audience may see the call for self-actualized leaders creating a value-driven future for business as "pie in the sky". You will be amazed at the response from your organization and the resulting manifold benefits for your employees, your customers and the results of your firm."

Grant Kvalheim

Co-President, Barclays Capital, New York

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