
According to a new global survey, most companies think they benefit from focusing on values, though they’re hard pressed to say why. They’re clear that values are important to maintaining their reputations and to strengthening relationships to customers and employees. They’re less sure about any direct links between values and financial growth. And while they believe that the tone of the CEO is crucial to reinforcing values, companies are (in the words of the survey’s authors) “surprisingly lax in quantifying” what the study calls their ROV, or “return on values.”
The survey was conducted by the Aspen Institute, a nonprofit organization known for its leadership seminars, and Booz Allen Hamilton, a global management consulting firm. It invited participation from approximately 9,500 senior executives around the world, only 365 of whom returned their surveys. That’s enough to draw some broad conclusions, but not enough to break out into meaningful subsets. It also reflects a perennial problem with values surveys: Those bothering to respond may be especially interested in the topic, while those who think values aren’t important don’t answer.
Nevertheless, this survey produces some important findings:
- Financial leaders care more about values.
Companies that identify themselves as leaders in their sector — and whose published financial results put them at least 10 percent ahead of their competitors — approach values more comprehensively, are more successful at linking values to the way they run their companies, and believe their management practices help foster their values.
- Different regions apply values differently.
Asian/Pacific firms are much more apt to include social responsibility on their list of values (74 percent) than are North American firms (58 percent). And when asked whether “personal values” or “corporate strategy” is the “primarily enabler for aligning values with decision making,” three quarters of North Americans favor personal values, while only 47 percent of Europeans and 35 percent of Asians agree.
- Topping the list of values is “ethical behavior/integrity.”
As the researchers analyzed corporate values statements, they identified 14 broad categories. “Of the 89 percent of companies that have written corporate values statements, 90 percent specify ethical conduct as a principle.”
Readers of Ethics Newsline™ are familiar by now with the Institute’s finding that five ethical values — honesty, responsibility, respect, fairness, and compassion — are universally held in cultures around the world. Ask people what constitutes ethics, and they respond with these five.
The Aspen/Booz Allen Hamilton study, however, reveals a curious linguistic muddle in many corporate codes: They are often a jumble of values. Some of the 14 values identified in the study are clearly ethical, such as “integrity,” “honesty/openness,” and “accountability.” Some are conditions that result from the application of these values, such as “trust” (related to honesty), “environmental responsibility” and “social responsibility/corporate citizenship” (forms of responsibility in general), and “commitment to diversity” (closely related to respect). But the list also includes three other commitments (to “customers,” “employees,” and “shareholders”) that appear more transactional than ethical and frequently are demonstrated by companies having little interest in ethics. Finally, there’s a group of values — including “innovativeness/entrepreneurship,” “drive to succeed,” “initiative,” and “adaptability” — that regularly run counter to ethics. Take each of these latter to its logical extreme, in other words, and you’ve described the culture of Enron just before its fall.
And that’s where the muddle comes. The authors of this survey begin by noting that “corporate scandals … have provoked profound skepticism about business ethics and conduct.” They also quote Xerox CEO Anne Mulcahy saying that corporate values “helped save Xerox during the worst crisis in our history.” But which values? “Honesty” and “accountability” may well help avert crises. “Drive to succeed” and “innovativeness,” though they’re wonderful things, may generate those very crises in the first place.
Little wonder, then, that corporate executives find values confusing. They’re being led astray by their language. Fortunately, there’s a solution, tucked right into this report’s phrase “business ethics and conduct.” Those two terms, often taken together, are profoundly different. Each needs its own code for expression. The truly ethical values — the ones that, if violated, would cause anyone around the world to exclaim, “That’s just plain wrong!” — are the five universals. Philosophers call them “terminal values” — virtues that are in and of themselves good. Beyond that, corporations need codes of conduct. That’s where such words as “drive,” “excellence,” “innovation,” “success,” “commitment,” and “perseverance” can show up. Philosophers call them “instrumental values” — only useful as instruments to getting somewhere else, and only good if the ends they serve are good.
Without such distinctions, pity the poor executives. They’ve been told that if they live by their values, they’ll create good companies. Then they’re presented with this potpourri that, according to this survey, actually inhabit corporate codes. No wonder they turn skeptical. The simple step of separating codes of ethics from codes of conduct, and insisting that the latter never be implemented without the former, would save us from some damaging ambiguities — and some budding Enrons.
©2005 Institute for Global Ethics