Vital Values

VITAL VALUES Leo Hauska 23 . 04 . 2009

Why are we talking about values?

VALUE & VALUES ,[object Object],[object Object],[object Object]

TODAY‘S AGENDA ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

ISSUES WITH VALUES It‘s a very personal issue! We are not priests but businessmen. Ethical values cannot be managed. We don‘t have any tool for measuring. Nobody is in charge.

ISSUES WITH VALUES We have it since decades. There are too many different people. There are always the same values. It‘s written down. We live it anyway.

ISSUES WITH VALUES ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Differentiation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

ISSUES WITH VALUES Example: Hauska & Partner Instead of „customer orientation / customer satisfaction“: CONTRIBUTION DEDICATION & PASSION EXCELLENCE RELIABILITY DIVERSITY Provide the best consultancy, tangible/intangible benefits Identification with clients, loyalty & energy Highest standards, ongoing development, innovation Responsibility & trust Appreciating differences

ISSUES WITH VALUES ,[object Object],[object Object],[object Object],[object Object],[object Object],Example:

VALUES MANAGEMENT TRENDS ,[object Object]

VALUES MANAGEMENT TRENDS ,[object Object],[object Object],[object Object],[object Object],[object Object]

VALUES MANAGEMENT TRENDS ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

VALUES MANAGEMENT TRENDS ,[object Object],[object Object],[object Object],[object Object]

VALUES MANAGEMENT TRENDS ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

VALUES MANAGEMENT TRENDS INDIVIDUAL VALUES ORGANIZATIONAL VALUES Vital Values SOCIETAL VALUES ECONOMIC VALUES

CEO‘s POSITIONS ,[object Object],[object Object],[object Object]

CEO‘s POSITIONS ,[object Object],[object Object],[object Object],[object Object]

CEO‘s POSITIONS ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

OPPORTUNITIES ,[object Object],[object Object],[object Object],[object Object]

OPPORTUNITIES ,[object Object],[object Object],Corporate Social Responsibility

OPPORTUNITIES ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

OPPORTUNITIES STAKEHOLDER maximize opportunities minimize risks re-active pro-active VISION VALUES CORPORATION s o c i a l e n v i r o n m e n t a l e c o n o m i c

OPPORTUNITIES Organizations are embedded in the society and the entire environment …. ORGANIZATIONS SOCIETY ENVIRONMENT

OPPORTUNITIES .... and depend on these fundaments. Therefore, efforts should not be directed against it, but strengthen it.

OPPORTUNITIES The best way to do it: relationships with relevant people and organizations outside the company („external stakeholders“) ….

OPPORTUNITIES .... to identify the most important issues and to work on them together.

OPPORTUNITIES This enables win-win-situations, prevents crisis, but also opens new business opportunities.

OPPORTUNITIES The success factor: a new level of stakeholder relations that includes a dialogue on values and an openess for collaboration.

THE ROLE OF HR CFO CEO HR PR ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],VALUE THROUGH VALUES

THREATS ,[object Object],[object Object],[object Object],Too much focus on communications “ If CSR becomes all about PR and spin, then it won't be about changing the way business behaves in the world.” PRWeek, 2004 CSR MANAGEMENT PUBLIC RELATIONS

THREATS Credibility Annual Report 2008 Professional ethics govern our actions as a company. A good corporate reputation is a company’s most valuable and competitive asset. It is directly linked to uncompromising compliance with applicable laws, regulations and internal guidelines. Compliance is thus a central pillar of our management and corporate culture and, at the same time, an integral part of all business processes. Achieving outstanding performance and maintaining the highest level of ethical integrity is certainly not a contradiction. On the contrary: this mindset and approach have made Siemens strong. Our message is clear and straightforward: Only clean business is Siemens business. CSR ,[object Object]

4 OPTIONS TO START Code of Conduct Defining the corporate values and link them to value Stakeholder Map Knowing values & expectations of your counterparts Issues Index Prioritizing the issues you have to deal with Reporting System Shaping the framework for your values management

1 - VALUES MANAGEMENT ,[object Object],[object Object],[object Object],[object Object],Code of Conduct Defining the corporate values and link them to value Code of Conduct Samuel J. Palmisano: “ For 72 hours last summer, we invited all 319,000 IBMers around the world to engage in an open "values jam" on our global intranet. IBMers by the tens of thousands weighed in.”

2 - STAKEHOLDER MANAGEMENT ,[object Object],[object Object],[object Object],[object Object],[object Object],Stakeholder Map Knowing values & expectations of your counterparts Stakeholder Manual

3 - ISSUES MANAGEMENT ,[object Object],[object Object],[object Object],[object Object],[object Object],Issues Index Prioritizing the issues you have to deal with ISSUES INDEX

4 - CSR MANAGEMENT CSR Report Reporting System Shaping the framework for your values management ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Many valuable strategies are required….

Hauska & Partner Latvia Antonijas 20b Riga LV 1010 Tel: +371 6761 0010 www.hauska.com Hauska & Partner Group Kärntner Strasse 21-23 1010 Vienna, Austria Tel: +43 1 513 1700 www.hauska.com [email_address]

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