What if we quantified the submerged value of values, finding that the risk-reduction benefits of better environmental performance and the decision-making benefits of diverse management groups were worth far more than had previously been believed? What if the changes to customer preference and loyalty were worth 4 to 10 times more than anticipated—and employee-related benefits were worth even more?

If we did, we would find that values are as great a lever for improving corporate performance—or an even better one—than other, visible factors. If, in other words, we looked rigorously at the value that values produce for the company—for its relationships with customers, for its operations, for the risks it faces, and for its ability to attract and retain the best employees—we’d find the resulting benefits much bigger—sometimes enormously so—than we thought.

Ready? Let’s explore The Value of Values.

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