Embed corporate culture and values in structures and actions

Values only have an effect when they are anchored in structures, processes, and daily actions. A corporate culture does not change through well-intentioned appeals or colorful posters, but through concrete framework conditions that enable new behavior – and make old behavior impossible. Only when managers, teams, and organizations understand this connection do values transform from empty promises into lived reality. Or, in the words of Armin Trost: “You don’t change culture by changing culture.”

So how can corporate values not only be formulated, but also embedded in the DNA of an organization in such a way that they become effective? The answer: by addressing all three levels – the individual, the organizational, and the management-related – and thus making structures the key to genuine cultural change.

Every person brings their own values to the table: some value autonomy and curiosity, others stability and routine. The employee who wants to work independently and creatively and the employee who prefers clear structures and recurring tasks represent this diversity. Both have different motives – but both can be valuable to an organization.

The problem is that individual values are often perceived as disruptive rather than as a resource. Managers try to bring teams to a common denominator instead of using the differences productively. But this is precisely where the potential lies: diversity of values leads to better decisions, more innovation, and greater adaptability.

Values are not static, but negotiable and situational. This was particularly evident during the coronavirus pandemic:

• Initially, the motto was: “Protecting life is paramount.”
• Later, it became: “We must also consider economic and social aspects.”
• And some even saw the measures as “dictatorial.”

These contradictions are not a sign of weakness, but of vitality. Values are not absolute truths, but “regulatory fictions” (Andreas Urs Sommer) – they help us to constantly renegotiate what is ‘right’ and ‘important’ in a complex world.

One simple way to understand your own values is to reflect on your expectations of work. Ask yourself:

• What is most important to me in my daily work? (e.g., freedom, security, recognition, meaning)
• Where are there overlaps—or contradictions—with the values of my organization?
• How do I deal with it when my values clash with those of my colleagues or superiors?

These questions show that values are not a rigid framework, but rather a compass that helps us make decisions in uncertain times.

Many companies invest a lot of time in developing “unique core values.” But a look at reality (and at websites) shows that most corporate values are interchangeable. Whether “innovative,” “customer-oriented,” “team-oriented,” or “responsible”—these terms can be found in almost every mission statement.

The problem is that when values are only declared but not lived, they lose their credibility. They become a backdrop—nice to look at, but with no effect on everyday work.

1. The gap between aspiration and reality
   • Example: A company preaches “agility,” but decisions continue to be made hierarchically.
   • Solution: Adapt structures—e.g., by giving teams more decision-making authority and creating experimental spaces.
2. The gap between leadership and the rank and file
   • Example: Management emphasizes “transparency,” but important information is only shared selectively.
   • Solution: Open up communication channels – e.g., through regular Q&A sessions, open salary structures, and a feedback culture.
3. The gap between internal and external values
   • Example: A company advertises “sustainability” externally, but there are no environmental guidelines internally.
   • Solution: Create consistency – e.g., through binding sustainability goals, training, reward systems for environmentally conscious behavior.

The key: Corporate values must first be reflected through and within structures – only then can they be practiced, reflected upon, and reevaluated. Only in this way can they become a living culture – and not an empty shell. This is how you can positively influence cultural development in your company or organization.

At first glance, it seems desirable for all the values of a company or organization to be harmoniously compatible with one another. But reality shows that contradictions are what make values strong.

An example:

• “Being innovative” requires a willingness to take risks and enjoy experimentation.
• “Being loyal” requires consistency and attachment to the status quo.

These values can contradict each other in practice – and that’s a good thing! Paradoxes force us to weigh up, discuss, and find compromises. They prevent organizations from becoming rigidly dogmatic.

Create spaces for experimentation

• Encourage teams to try out different value perspectives.
• Example: One department acts in a “customer-oriented” manner, another in a “process-optimized” manner—and both learn from each other.

Adapt structures

• When conflicts of values arise, this is often due to outdated systems.
• Solution: Change processes that reinforce old values (e.g., bonus systems that create false incentives).

Corporate values are not an end in themselves. They are tools that help us find our bearings in a complex world. But they only have an effect when they are anchored in structures, processes, and daily actions (Oliver Williamson received the Nobel Prize in Economics in 2009 for this and much more).

Here is an overview of the three levers for genuine cultural change:

1. Take individual values seriously – view diversity not as a disruptive factor, but as a resource.
2. Close organizational value gaps – through consistent structures that reward lived values.
3. Endure management paradoxes – don’t avoid contradictions, but use them as an opportunity for innovation.

Real cultural change does not begin with fine words, but with the question: “What structures do we need to change to make our values a reality?”

We have extensive experience in advising companies on the development of corporate culture. You will find some examples in our references. Tools and procedures from change management consulting can help shape cultural change.

Leadership programs for developing leadership skills can be an additional lever for bringing corporate values to life.

Feel free to talk to us. We look forward to your challenge.