Value systems

These cultural imprints, or value systems, help you understand 

• How cultures evolve and how new societal values rise
• The 6 value systems present in companies and their link with management practices and innovation
• Current management practices, along with their limits and the risks they carry for the company
• How these value systems translate into cultural dimensions

The 6 value systems in question

1. Tradition: the boss

At the turn of the 19th century, France was rich and prosperous, and its corporate culture was paternalistic. In that peaceful and self-contained setting, where the economy was dominated by rural and artisan family businesses, the “boss” played a central role. People saw him as a protective parent who watched over the performance of his employees and over their general wellbeing. This culture valued security, comfort and tradition, and it was reinforced by bonds that went well past the simple working relationship, with some bosses going as far as building infrastructure for their employees. Management rested on companionship, where learning happened through the transmission of knowledge from the elders, with little innovation or change.

This paternalistic culture, centred on security and belonging, had its own distinct features. Management offered emotional and technical support, with a close bond between the boss and his employees. The organisation was barely formalised, and tasks were handed out according to the individual. Decisions were centralised and often taken by the boss or by his closest colleagues. Innovation was rare, and information travelled informally, mainly through personal networks. Emotions were expressed, though generally between colleagues, so that authority was never called into question.

Area	Characteristic(s)
Culture	Priority given to security, wellbeing, tradition, a sense of belonging and loyalty.
Management	Emphasis on professional support, closeness with the teams, constant availability and excellence in the field of expertise.
Organisation	An informal structure where tasks are handed out according to individual skills.
Relationship	A spirit of solidarity, sharing and emotional connection, close to a family dynamic
Innovation	Occasional, unless it sits at the heart of the core business. Innovations generally appear in response to a need or a challenge.
Change	Resistance to change, driven by the fear of losing the existing comfort.
Emotions	Expressed mainly between colleagues, and rarely in the presence of authority figures.

2. Power: the chief

In the wake of the “Belle Époque”, France went through a turbulent period marked by world wars and an economic crisis. Some traditional sectors collapsed, while others, more modern, held on and progressed thanks to new energies and technological innovations.

This shift came with a radical change in the way companies were managed. Corporate culture became directive, focused on productivity and on strict obedience to hierarchical authority. Any deviation was severely punished, which created a rift between leaders and workers. The workers, facing harsher conditions, turned to the unions to defend their rights.

Directive management, inspired by Taylor’s scientific organisation of work, imposed repetitive and precise tasks that removed all initiative and spontaneity. Companies grew and adopted a tiered structure with “chiefs” who supervised and strictly controlled operations, much like the army. This rigid approach extended to consumers too, as the famous quote from Henry Ford about the single colour of the Ford T makes clear.

Area	Characteristic(s)
Culture	The valuing of might, bravery, authority and supremacy
Management	Discipline, monitoring and incentives through merit or sanction.
Organisation	Specialisation of tasks with defined and widely known levels of hierarchy.
Relationship	Strictly professional and centred on the objectives.
Innovation	Delegated to the specialists in R&D and validated by the leadership.
Change	Imposed by the leadership, with no flexibility.
Emotions	Not tolerated, and liable to bring a reprimand.

3. Order: the manager

After the Second World War, France went looking for stability and saw General de Gaulle found the 5th Republic, which strengthened the authority of the state. Inspired by Keynesian thinking, de Gaulle set up a “welfare state” focused on reconstruction and economic recovery. That period, known as the “30 glorious years”, was marked by economic growth, full employment and improved purchasing power, which gave the French their hope back.

The culture of the time was strongly shaped by a strict style of education and by well defined social rules. Companies adopted a bureaucratic approach, inspired by the theories of Max Weber and Henri Fayol, with the emphasis on hierarchy, order and control. Management moved towards a more structured approach, centred on quality and compliance, with the arrival of standards such as ISO. This new management style was more ethical than the previous one, and it rested on strict respect for the rules set by the hierarchy.

Area	Characteristic(s)
Culture	Anchored in respect, dignity and uprightness. It values the primacy of the collective and works constantly to ensure quality and compliance.
Management	Deep respect for status. It is guided by rigorous planning, clear directives and systematic control.
Organisation	Structured, illustrated by a detailed org chart, precise job descriptions and well established procedures.
Relationship	Formal and protocol driven, often perceived as distant, and always based on strict adherence to the rules
Innovation	Delegated specifically to those whose job it is, such as the Research and Development department.
Change	Carefully planned and set out in exhaustive detail in an action plan.
Emotions	Contained and rarely expressed, so that they stay in line with the standards of propriety. “Emotion is for home”

4. Success: the leader

After the “30 glorious years”, France faced economic challenges and moved towards a neo-liberal policy inspired by the Thatcher and Reagan models. It committed only partly, which created a tension between a liberal economic policy and a protectionist social policy. The globalisation of the 90s pushed companies to put competitiveness first. France moved towards a consumer society built on innovation and performance, with a strong influence from financial services. Corporate culture changed and gave priority to performance and success, and organisational structures became more matrixed to support cross-functional projects.

Management also evolved to meet the demands of this new era. Managers had to supervise, motivate, innovate and convince their teams to buy into the objectives of the company. Companies introduced new management tools, such as skills frameworks and variable pay, and they trained their managers in a range of skills, from running projects to setting objectives. In this quest for performance, employees were assessed and trained regularly, always with the aim of reaching the objectives the company had set.

Area	Characteristic(s)
Culture	Centred on the quest for success and performance. It values opportunism and places boldness at the heart of its priorities.
Management	Guided by the search for meaning and the setting of clear objectives. It relies on persuasion and values individual meritocracy.
Organisation	Adopts a matrix structure, works in project mode and encourages versatility of skills.
Relationship	Competition is valued, and the emphasis sits on acquisition and possession ahead of the development of the person.
Innovation	Teams take part in the innovation process, and the final decisions are validated by the hierarchy.
Change	Initiated by the company itself, with a constant search for buy-in obtained through persuasion.
Emotion	Never expressed, for fear of appearing weak

5. Wellbeing: the facilitator

Faced with a series of crises and scandals, the French developed a growing mistrust of institutions, which pushed them to look for support inside communities and associations. The rise of web 2.0 reinforced this need for connection and allowed opinions and advice to be exchanged without fear. Solidarity showed itself through collaborative platforms that offered a range of services and opportunities for mutual aid.

Culturally, a transition took place towards open collaborative systems, in contrast with traditional centralised ones. The quest for immediate happiness took priority and shaped behaviours, family structures and personal relationships. Companies evolved and put the emphasis on social responsibility and on the wellbeing of employees.

In management terms, the company adopts a more collaborative approach that makes room for emotions and kindness. Strategy is built together with employees, and the importance of employee satisfaction is recognised. Organisational structures become more flexible, and the role of the manager changes as it moves from a position of superiority to a position of collaboration. Employee satisfaction is treated as essential to a better quality of service. Companies encourage the formation of communities to strengthen bonds, and they promote authenticity in relationships.

Area	Characteristic(s)
Culture	Anchored in a deep social responsibility, with trust, authenticity and tolerance as its core values.
Management	Marked by actions built together, and it encourages the free expression of emotions, aspirations and ideas, which creates an open and transparent environment.
Organisation	Structured around small teams or communities. These teams are multidisciplinary and bring together varied skills for a holistic approach.
Relationship	Based on close collaboration, where mutual listening, adapting to others, complementarity and mutual aid come first.
Innovation	Driven by the ideas employees put forward, which gives value to their contribution and their creativity.
Change	Teams are actively involved in the change process, both in the decision and in the way it is put in place.
Emotion	Encouraged and expressed. They are treated with consideration between colleagues, which creates a kind and empathetic working environment.

6. Freedom: the Enabler

The growing complexity of the world has made the idea of a “universal recipe for happiness” obsolete. People are encouraged to take charge of their own happiness while respecting their environment. The French are claiming more autonomy and independence, and they are becoming the main actors in their own lives. Economic and social instability, along with the rapid evolution of technology, has led to greater flexibility in the world of work. The French are adopting shifting behaviours and favouring use ahead of ownership.

Companies face the need to innovate and adapt quickly. New philosophies of collaboration are emerging, such as the liberated company and holacracy. The emphasis sits on giving teams responsibility and on decentralising decision-making power. Companies are adopting more flexible structures built on autonomous, multidisciplinary teams.

Traditional management styles are being questioned in the face of the need for agility and creativity. The role of the manager is moving towards that of a facilitator or a “servant leader”. Organising in “cells” or “tribes” supports speed of action and collaboration. Procedures are simplified, meetings are optimised, and working conditions are defined by the teams themselves. Building things together becomes the norm, inside the company and with customers alike, helped along by new technologies.

Area	Characteristic(s)
Culture	Values freedom and autonomy with the emphasis on individual responsibility. Agility and boldness are encouraged.
Management	Supports teams according to their specific needs, with the emphasis on guidance ahead of direction.
Organisation	Flexible, with autonomous teams defined by their specific roles. Remote work is commonly adopted, which reflects a modern and adaptive approach.
Relationship	Marked by their authenticity and their practicality. They are dispassionate and focused on mutual construction and progress.
Innovation	Encouraged from the free initiatives of employees, as long as they align with the vision and the values of the company.
Change	Seen as a natural process. It is approached in an experimental way, with the emphasis on learning from mistakes and failures.
Emotion	Emotions are recognised and accepted. They are handled objectively, which allows clear communication and balanced decision-making

Using value systems and cultural imprints

Company strategy

Cultural value systems are essential tools for assessing the current culture of a company. As a consultant, I analyse the dominant culture of my clients to work out whether it matches the current demands of the market. A company anchored in “power” values can find itself out of step with a market that keeps changing, where collaboration and agility have become crucial. These companies therefore need to recognise the need for a move towards more modern values if they want to stay competitive, with their employees and with their customers alike.

Recruitment

Recruitment is a delicate process that calls for a perfect match between the values of the company and those of the candidate. By understanding cultural imprints, I can guide recruiters as they define the ideal profiles. A company built on collaboration should give preference to candidates who value teamwork and building things together, ahead of those who are rigid and hierarchical in their approach.

Training and development

Training and development programmes have to match the culture and the values of the company. I support HR teams by using cultural imprints to design the right training. A company with a strong “power” imprint can benefit from a move towards training centred on collaborative leadership, which in turn encourages a more open and agile culture.

Management style

The management style of a leader has to reflect the culture of the company. Cultural imprints give managers a framework for adapting their approach. In a company with a “traditional” imprint, a manager might take a paternalistic approach and watch over the wellbeing of the people who report to them. In a company with a “freedom” imprint, that same manager would lean towards a collaborative approach that encourages autonomy and initiative.

Decision-making

The way decisions are made inside a company is strongly influenced by its dominant culture. A company with a “power” imprint can take a top-down approach, where decisions are made by the hierarchy and passed down to the lower levels. A company with a “collaborative” imprint would encourage bottom-up decision-making, where the ideas and suggestions of every level are taken into account, which in turn supports innovation and adaptability.