Managing Organizations in the Age of Value – part 2

Frederic Dufour / Jul 02 , 2023

Introduction: Steering Value Organizations with Value Indicators

In the Age of Value, organizations are abandoning traditional paradigms in favor of innovative, adaptive structures. In the first part of this series, we explored the foundations of value organizations and the central role of value managers, as well as the importance of optimization versus maximization. We now delve into the world of value indicators and their impact on driving organizations towards sustainable development.

The Value Society Influence

The shift from a consumer society to a value society is both undeniable and irreversible. As organizations strive for greater societal influence and more sustainable development, the measurement of their success and impact goes beyond traditional indicators and balance sheets. The finite nature of resources and the search for long-term balance are becoming ever more pressing, prompting companies to reflect these global changes in their internal structures and strategies. These changes call for a global rethink and reconfiguration of companies’ objectives, strategies and operations, and hence of their indicators.

Focusing on sustainable and ethical practices

The value society is firmly opposed to practices of planned obsolescence, unsustainable consumption and short-sighted profit objectives. Value organizations are recognized by the importance they place on sustainable and ethical practices, and their contribution to the prosperity of society and the environment at large.

Becoming influential societal players

In a value society, organizations become influential societal players with the power to shape society’s values, norms and structures. The adoption of value indicators is therefore essential in this transformation, turning the organization’s commitment to societal value into actionablemeasurable and impactful strategies and operations. By transparently implementing and communicating these value indicators, organizations effectively demonstrate their true commitment to counter greenwashing.

Decoding Value Indicators

Beyond traditional metrics

Unlike key performance indicators (KPIs), which focus primarily on financial and operational performance, value indicators take into account the multiple facets of the organization and its interactions with stakeholders, society and the environment. Value indicators include the usefulness of goods and products, environmental stewardship, social well-being, internal collaboration, stakeholder satisfaction and a host of other objective and subjective considerations.

For which stakeholders are value indicators important?

  • For Employees, they reflect the organization’s commitment to their well-being and professional development, improving job satisfaction, diversity, gender equality, motivation and loyalty.
  • For Customers, it is proof of the company’s commitment to providing high-quality products and services while being conscious of its societal and environmental impact.
  • For External Partners, value indicators demonstrate the organization’s commitment to fostering healthy, equitable and mutually beneficial external partnerships.
  • For Investors, these nuanced measures offer a comprehensive, long-term view of the organization’s performance, highlighting its ability to create sustainable value.
  • For Society, they reflect the organization’s positive contribution to key societal issues, including environmental protection, climate change mitigation and social equity.

Cascading value indicators

For effective integration, it is essential to cascade value indicators into the organization’s value fractal. At each level of the organization, appropriate value indicators guide departments and teams in aligning their strategies and operations with the organization’s values.

Executive level

  • Focus on overall organizational impact, long-term sustainability, and stakeholder engagement.
  • Indicators may include societal contribution, environmental footprint reduction, and holistic stakeholder satisfaction.

Managerial Level

  • Concentrate on optimizing team contributions to value goals, nurturing innovation, and fostering a collaborative environment.
  • Indicators might encompass team well-being, continuous learning opportunities, and innovative project implementations.

Operational level

  • Prioritize the seamless execution of value-driven strategies, ensuring each member understands and contributes positively.
  • Indicators could include task satisfaction, personal growth opportunities, and positive societal or environmental impacts of work.

Implementing Value Indicators

Preparing the ground

By committing to implementing value indicators, organizations need to cultivate a culture that overcomes traditional limitations such as silo mentality, hierarchical barriers, resistance to change and short-term focus. The aim is to break free from these constraints, which hinder open-mindedness and the ability to react to the needs of society and the environment. Organizations need to be infused with a mindset characterized by inclusive collaboration, continuous learning and an ongoing focus on long-term societal contribution and sustainable development. This commitment must not be seen as an isolated task, but as a firmly rooted organizational philosophy. Leadership is crucial in this respect. Leaders must fervently champion the value-centric approach, guide their teams through the transformation and ensure unified organizational alignment towards these innovative goals.

Steps for effective implementation


  • Engage in collaborative discussions with diverse stakeholder groups, including environmental representatives, to pinpoint pertinent value indicators for each organizational level.
  • This collective insight ensures the identified indicators are holistic, and encompassing all dimensions of value.


  • Work collaboratively with stakeholders to ensure the identified indicators resonate with the organization’s core values and long-term goals.
  • This alignment step assures that the indicators are not just aligned internally, but also with external expectations and standards for societal and environmental value.


  • Clearly and compellingly communicate the indicators and their importance to every organizational stakeholder.
  • Transparency and open dialogue in this phase bolster understanding, commitment, and cooperation from all parties involved.


  • Integrate stakeholders into the decision-making processes. Weave these indicators into daily operations and strategic decisions.
  • Ensure their constant and consistent influence by making stakeholders a part of the ongoing conversation about operational and strategic alignment with value indicators.

Review & Refine

  • Regularly engage stakeholders in assessing the effectiveness and relevance of these indicators.
  • Their perspectives will offer invaluable insights for continuous refinement, ensuring the indicators remain aligned with societal and environmental objectives and expectations.


Adopting and integrating value indicators into the organizational framework represents a commitment to initiate irreversible change, to steer the entity towards a future where success is measured less in terms of profit margins than in terms of the positive footprint left on the world.

In the next instalment of this series, we’ll unveil the facets of organizational evolution in value fractals. Stay tuned!


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