{
  "id": 5555568,
  "title": "26 cultural values companies get wrong",
  "url": "https://urgent.news/2026/09/04/26-cultural-values-companies-get-wrong",
  "topic": "business",
  "section": "Business",
  "published": "2026-09-04T12:00:00.000Z",
  "source": {
    "name": "Fast Company",
    "slug": "fast-company",
    "url": "https://www.fastcompany.com/91598368/26-cultural-values-companies-get-wrong"
  },
  "original_language": "en",
  "account": "Companies often misunderstand the importance of cultural values. These values are essential in shaping the work environment that potential employees consider when deciding to join. Additionally, they determine whether existing employees and clients or customers choose to stay or leave. While values may be stated in mission statements or branding efforts, merely declaring them is not enough to ensure their presence. To clarify, we interviewed members of the Fast Company Impact Council regarding the cultural value they believe most companies overlook. Here are the insights from 26 of those respondents.\n\n1. Originality: Many businesses mistakenly equate originality with relevance. They assume brands and products should resemble successful competitors, leading to homogenization in established categories. To avoid this, companies should ask thought-provoking questions: \"What unique contribution can we make that others cannot?\" and \"What unconventional belief do we hold about this category?\" By doing so, originality will not be diluted by category conventions.\n\n2. Excellence and Empathy: Organizations frequently pit excellence and empathy against each other, believing they are mutually exclusive. However, at the nonprofit organization Chris Moore leads, they believe high performance relies on \"gracious professionalism.\" This concept emphasizes that respect and kindness are not in opposition to excellence. In fact, when people feel valued and empowered to share their ideas, they become more effective problem solvers and better collaborators. This culture not only yields superior results but also makes success feel more meaningful. Moore further aims to instill these values in the young people they serve so they can apply gracious professionalism throughout their lives and careers.\n\n3. Community Engagement: Companies that view community engagement as a one-sided demand often exhaust the donors, volunteers, and partners they rely on. The more effective approach involves providing something of long-term value in return, such as training, mentorship, or a genuine voice in decision-making. This reciprocity fosters partnerships that money alone cannot establish. Those companies that only request assistance eventually find it challenging to attract willing participants.\n\n4. Innovation: Many companies misconstrue innovation as a department, campaign, or technology investment rather than a behavioral trait. True innovation is not about moving swiftly or adopting the latest tool. Instead, it entails creating an atmosphere where individuals feel comfortable challenging the status quo, testing new ideas, and learning without fear of appearing inexperienced. Companies that genuinely prioritize innovation don't merely discuss it; they foster curiosity, trust, and intelligent risk-taking, which are essential for generating meaningful creative work.\n\n5. Transparency: While organizations often claim to value transparency, few practice it consistently. The distinction becomes evident during uncomfortable situations. Real transparency is not merely crafting polished all-hands updates or carefully worded memos. It occurs when honest answers are more difficult than polished ones. Organizations that truly embrace transparency make it a cultural commitment rather than a selectively deployed tool. When employees trust that they receive the complete picture, even when it is challenging, engagement increases, trust compounds, and performance follows.\n\n6. A Sense of Belonging: One way to address this issue is through community outreach. While the firm mentioned previously believed they were contributing adequately, they soon realized their efforts were insufficient and did not involve all employees. To remedy this, they implemented a paid day-off program where employees can volunteer in their local communities. These shared experiences cultivate a sense of community and belonging both inside and outside the organization, making everyone more engaged neighbors, supportive teammates, and a stronger company.\n\n7. Stewardship: Many organizations undervalue stewardship, focusing instead on growth, disruption, and visible achievements. However, stewardship recognizes that leadership is temporary, and the consequences of decisions extend beyond an individual's tenure. The true measure of leadership success is not merely whether one wins but whether they improve what they were entrusted to manage.",
  "summary": "Organizational culture is often defined by its values, or lack thereof. Values are a key ingredient in “what’s it like to work here” that potential hires try to discover before signing on. It’s also what causes current employees, clients, or customers to stay or leave. Values often get defined in mission statements or corporate branding . But stating what they are doesn’t always make them so. We…",
  "key_points": [],
  "editors_take": null,
  "illustration": null,
  "coverage": {
    "outlets": 1,
    "also_reported_by": []
  },
  "ai_generated": true,
  "disclaimer": "Summaries, key points and the editor’s take are written by software from other outlets’ reporting and may contain errors — always check the linked original."
}