Abandonment

, 111–112, 140

Accountability

, 105–107

Actionable values to inform decisions

, 90–91

Amazon

, 5

mission statement

, 5

Analects

, 125

Apple

, 82–83, 93–94, 104–105

Bain

, 45

Benevolence

, 92, 123, 125

Blue Origin

, 81–82

Bounded goodness

, 88

Brands

, 24

Business

, 103

C-level teams

, 62

C-suite team

, 58, 64

Caterpillar

, 16

China State Construction Engineering Corporation (CSEC)

, 88

Chobani

, 25

Cisco

, 48

Classic Confucianism

, 123

Clear mission

, 102–104

Clear value statements

, 34–40

Edward Jones

, 35–36

Intel

, 37–38

Oracle

, 39–40

Patagonia

, 38–39

salesforce

, 34–35

Workday

, 36–37

Coca-Cola Company

, 11–12

Communal rituals

, 145–146

Compassion

, 136

Confucian approach

, 80

Confucian benevolence

, 136

Confucian principles

, 76, 79, 124, 135

Confucian rituals

, 144

Confucian society

, 87

Confucian virtues

, 128–129

of trust

, 12

Confucianism

, 75, 78, 80, 83, 89, 123, 133

principles

, 124–148

Conscious culture

, 48

Constant change

, 138–141

Continuous practice and reflection

, 141–144

Contribution

, 108

Conventional wisdom

, 109

Cookie-cutter values

, 33–34

Corporate social responsibility (CSR)

, 88

Costco

, 48–49

Crafting process

, 9

Creative talents

, 82

Credibility

, 146–148

Cultural differences in making choices

, 91–92

Cultural transformation

, 96

Culture (see also Organizational culture)

, 31, 43, 65, 93, 96

assessment

, 70–72

baseline assessment

, 69–72

conceptual values into actionable forms of cultural behavior

, 95–96

crafting preliminary version

, 72

eight-step process

, 66–74

fit

, 93–95

select, refine, and ratify

, 73

Customer needs

, 104–105

Customer value

, 78

Decentralization

, 105–107

Deloitte

, 12–13

Drucker, Peter

, 75, 83, 85, 101

management theories

, 75

philosophy

, 76, 78, 101–102

principles

, 102–119

values

, 91

Edward Jones (financial services firm)

, 35–36

Eight-step process to identify culture and values

, 66–74

case for change

, 66–67

crafting preliminary version of culture and values

, 72

culture and values baseline assessment

, 69–72

key stakeholders

, 72–73

rollout and institutionalize

, 73–74

select, refine, and ratify values and culture

, 73

steering team

, 67

working team

, 67–68

Embedded culture theory

, 135

Employee orientation

, 107–109, 124

Entrepreneurship

, 109

Environmental, social, and governance (ESG)

, 126–127

Environmental consciousness

, 87–88

Espirit dcorps

, 43

Ethical behavior

, 124–127

Fast fashion brands

, 103

Financial stability

, 86

Firms

, 75, 85

“Focusing on strength” concept

, 78

Fragility, conflict, and violence (FCV)

, 25–26

Functioning society

, 76, 117–118

General Electric

, 103

General Motors

, 105–106

Goal

, 133–135

setting

, 132–133

Greed

, 131

H&M

, 33

Habitat for Humanity

, 15

Hewlett-Packard Enterprise (HP Enterprise)

, 51

IBM

, 57

mission statement

, 3

IKEA

, 14–15

Image-based language

, 13

In-N-Out Burger

, 49–50

Individual goals

, 106–107

Individual purpose

, 85–87

IndustryWeek

, 23

Innovation

, 109, 111, 140

Institutionalization

, 63–64

Intel

, 37–38

onboarding process

, 31

Johnson & Johnson (J & J)

, 27

Junzi

, 124

Knowledge workers

, 82, 105–107

Kodak

, 81

Legalism

, 123

Life-science firms

, 21, 55–56

Likert-type scale

, 58–59

LinkedIn

, 4–5

Long-term results

, 114–115

Low-level decisions

, 107

Luxury brands

, 103

Management

, 101

Market shaping

, 76–77

Microsoft

, 2, 26–27

Mid-size technology firm

, 74

Mini-case studies

, 55–56

Mission

, 77–81

criteria

, 58–59

external, customer value-driven

, 77–78

internal, contribution-driven

, 79

managing continuity and change

, 80–81

statements

, 2

Mission, vision, and purpose process (MVP process)

, 55

baseline assessment

, 58–61

developing

, 56–64

factors

, 57–58

leadership and business evolution

, 57

legitimate options

, 62

options of key stakeholders

, 62–63

rollout and institutionalization

, 63–64

select, refine, and ratify

, 63

senior leadership team

, 58

theory of business

, 56–57

Mission organization

Amazon

, 5

Amgen

, 8

assessing mission statement

, 8–9

employee contribute to mission

, 4

examples

, 4–8

focus on underlying benefits for customers

, 2

grounded in theory of business

, 3–4

inspirational

, 3

LinkedIn

, 4–5

Nike

, 5–8

precise mission statements

, 2–4

short

, 3

specifies target customers

, 2

Tesla

, 8

Modern organizational culture theory

, 128

Motivational purpose statements

, 22–24

examples

, 24–27

heart and mind

, 23

societal impact

, 24

society

, 22–23

workforce

, 23–24

Neo-Confucianism

, 123

Nestle

, 23

Netflix

, 46, 48, 57

New Confucianism

, 123

Nike

, 5, 8, 21

Nongovernmental organizations (NGOs)

, 101

Nonprofit firm

, 74

Ofoto

, 81

One Thousand Miles, Journey of

, 131–133

Oracle

, 39–40

Organizational culture

, 43–44

assessing

, 51–52

strong

, 44–46

Organizational goals

, 106–107

Organizational purpose

, 85–87

Organizational rituals

, 89–90

Organizational values

, 31–32, 34

assessing

, 40

clear value statements

, 34–40

easy to understand

, 33

meaningful

, 32

must-have and firm-specific values

, 33

specific behaviors and expectations of job

, 33

strategy of firm

, 34

Patagonia

, 38–39

Personal values

, 128

Philips

, 24

Precise mission statements

, 2–4

Profit-driven principle

, 129–131

Purpose

, 85–89

criteria

, 61

do well by doing good

, 87–89

individual and organizational purpose

, 85–87

Purpose organization

, 21–22

assessing

, 27–28

motivational purpose statements

, 22–24

“Pushing accountability down” principle

, 79

PwC

, 50–51

Reciprocity

, 136

ResMed

, 57

Responsibility

, 105–107

Results measured for stakeholders

, 112–114

Righteousness

, 92, 123, 128

Risk-taking

, 110–111

Ritual

, 92, 123

Rollout

, 63–64

Salesforce

, 34–35

SAP

, 12

Seasun Games

, 77

Segmentation

, 78

Self-cultivation

, 125–126

Self-growth

, 125

Self-management

, 125

Senior leadership team

, 58

7-Eleven

, 88

Shenzhen Decoration

, 94–95

Short-term results

, 114–115

Siemens

, 22–23

Skeptics

, 76

Smithsonian Institution

, 16–17

Social class

, 126

Social harmony

, 76

Social responsibility

, 117–119

Southwest Airlines

, 79

Space X

, 81–82

Staff motivation

, 85–86

Standard of excellence

, 12–13

Steering team

, 67

Strong organizational cultures

, 44–46

cultural elements

, 45–46

examples

, 46–51

firms

, 44–45

specific behaviors and expectations

, 45

specific bets

, 46

work

, 45

workforce

, 44

Strongly-agree scale

, 60

Strongly-disagree scale

, 60

Superior person

, 124–125, 137

Sustainability

, 126–127

Sustainable mobility

, 92

Taoism

, 123

TCT (Chinese tech company)

, 83, 86, 94

Team goals

, 106–107

Tesla

, 8, 87–88, 90

Theory of business

, 102–104

grounded in

, 3–4

Toyota

, 17

Trust

, 92, 123, 146

Unarticulated demand

, 104–105

Unfelt want

, 104–105

Unilever

, 23–24

Values

, 65, 89, 93, 116–117

actionable values to inform decisions

, 90–91

assessment

, 69–70

baseline assessment

, 69–72

crafting preliminary version

, 72

cultural differences in making choices

, 91–92

eight-step process

, 66–74

fit

, 92–93

organizations

, 31

select, refine, and ratify

, 73

Virtue management

, 127–129

Virtues

, 92, 123

Virtuous behavior

, 124–127

Vision

, 81–84

challenges

, 82–83

criteria

, 60

visual communication

, 84

Vision organization

assessing

, 17–18

vision statements

, 12–14

Vision statements

, 11–12, 14

competitors

, 14

end state

, 12–13

examples

, 14–17

goals

, 13–14

image-based language

, 13

one sentence

, 13

workforce

, 13

Visionary organizations

, 104–105

Visual communication

, 84

Visualized future

, 84

Volatility, Uncertainty, Complexity, and Ambiguity (VUCA)

, 75

Walt Disney Company, The

, 2

Warby Parker

, 15–16

Way

, 133

Waze

, 56–57

Wells Fargo

, 65–66

Wisdom

, 92, 123

Workday

, 36–37

Workforce

, 13

Working team

, 67–68

World Bank

, 11, 25–26