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104 Examples of Organizational Values

Organizational values are foundational principles that guide future decisions. These values can be enforced by your culture such that it can become unthinkable to disregard them. Many firms have a hollow and cliche set of values that are meaningless to their strategy, decision making and operations. Others have build a competitive advantage around values that are authentic, enforced and worthwhile. The following are illustrative examples of corporate values.
Accept nothing less than a warm and supportive work environment.
Be candid with each other and stakeholders.
Be completely transparent.
Be curious.
Be fair.
Be frugal, stay hungry and eliminate waste.
Be kind without compromise.
Be right, most of the time.
Bias for action.
Bravely face valid criticism and address it.
Challenge assumptions and accept challenges gracefully.
Challenge your boss.
Communicate directly with intent to be understood.
Constraints are the parent of creativity.
Cultivate a worthy vision and make it a reality.
Cultural and intellectual diversity are our strength.
Customer happiness is job one.
Customer privacy isn't compromised.
Defeat static, safe thinking.
Deliver quickly and often.
Demonstrate trust and respect for everyone.
Design experiments to fail cheap, fast and safe.
Design problems out.
Design products to be a joy to use.
Diligence in duty.
Disagreement is the foundation of creativity.
Do good.
Do more for less.
Do the right thing.
Don't become arrogant in success.
Don't confuse the difficult with the impossible.
Don't harm people or planet.
Dream big.
Embrace aggressive change.
Everyone is a leader.
Exceed customer expectations.
Exceed the highest conceivable standard.
Face reality with optimism.
Fearless ideas and execution.
Find the elegance on the other side of complexity.
Go faster forward than the competition would have ever dreamed possible.
Grow by growing others.
Have backbone.
Health and safety come first.
Help save the planet and make things better for people.
Implement things directly without needless complexity such as bloated products and outsourcing.
Invent original value.
Inventions must be better than the current best, otherwise they are pointless change.
Keep it real.
Keep it simple.
Lead into ambiguity.
Lead the culture around our products.
Lead the future.
Lead the quality benchmark.
Leaders understand the details.
Learn by doing.
Learn from failure.
Listen to each other and to customers, competitors, investors, regulators and communities.
Managing risk isn't avoidance of risk.
Move fast.
Multidisciplinary teams are more creative, work with each other.
Never accept good enough.
Never avoid accountability for your team or work.
Never blindly copy the competition.
Never compromise the customer experience.
Never sacrifice people and planet for profit.
Never take success for granted.
Original ideas will be misunderstood -- endure this and push through.
Outcompete and win.
Own and control your work.
Own it.
Practice self-awareness, self-evaluation and self-improvement.
Products are magnetic and irresistibly beautiful.
Promote on talent, effort and results alone.
Put the customer first.
Refine things with diligence.
Remain civil and polite in confrontation.
Respect local culture.
Respect the intelligence of customers.
Ship often to get feedback and improve.
Simplify needless complexity.
Stay ahead of the competition.
Take reasonable risks.
The customer is always right.
The long term has priority.
There is a time for optimism and a time for hard realism.
Think big.
Think global, act local.
Think human.
Think to win.
Time is precious -- do things better, faster and more efficiently.
Trust each other.
Visionary intuition can beat data-driven optimization.
We are a meritocracy.
We are all leaders, designers and builders.
We are always truthful.
We are self-critical and candid about our faults and failures.
We can only win by delighting customers.
We hire people who have grit and determination.
We prioritize passion over group harmony.
Win in a positive way.
Win mindshare and lead industries.
Work hard to earn every customer.
Work to eliminate bias in thinking, processes and automation.
One of the reasons that organizational values tend to be cliche is that firms mindlessly copy each other out of a lack of confidence and vision. Another reason is that values may call for dramatic wording that tends to feel overstated.
Firms commonly use their values to greenwash such that they are the opposite of the firm's realities.
Single word values such as "excellence" lack impact, effect and memorability. They also feel mediocre and complacent.
Values are useless if they don't change your culture and future. One way to do this is to specifically target problem areas in your culture. For example, if people look for a way to delay change instead of pushing it forward -- make this clearly and unambiguously against your values.
Values relate to your industry and identity as a firm. For example, one firm may value tradition while another seeks an apologetically fast rate of change.
Adoption of values starts at the top. If the executive team consistently apply values to the evaluation of strategy, decisions and actions the entire organization is likely to follow.

Organizational Culture

This is the complete list of articles we have written about organizational culture.
Adaptive Performance
Bias For Action
Business Strategy
Catfish Management
Change Fatigue
Change Management
Corporate Governance
Corporate Identity
Corporate Image
Corporate Memory
Corporate Narcissism
Creativity Of Constraints
Culture Fit
Culture Of Fear
Curiosity Drive
Decision Making
Digital Maturity
Disability Etiquette
Employee Behavior
Employee Dissatisfaction
Employee Expectations
Ethical Climate
Expert Culture
Failing Upwards
Failure Is Not An Option
Genchi Genbutsu
Goal Setting
Heliotropic Effect
Human Error
Human Factors
Humble Leadership
Hygiene Factors
Internal Branding
Internal Environment
Intrinsic Motivation
Knowledge Loss
Knowledge Management
Leadership Style
Lessons Learned
Malicious Compliance
Management By Absence
Management By Walking Around
Market Culture
Matrix Management
Negative Culture
Negative Selection
Nudge Theory
Office Politics
Organizational Capital
Organizational Complexity
Organizational Culture
Organizational Resilience
Organizational Structure
Organizing Principle
Performance Management
Petty Authority
Political Correctness
Professional Conduct
Quality Of Life
Red Tape
Resistance To Change
Satellite Office
Self-Organizing Team
Shadow Of The Leader
Strong Culture
Team Culture
Tolerance For Disagreement
Trained Incapacity
Unspoken Rule
Work Culture
Work Environment
Work Ethic
Work-Life Balance
Working Conditions
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