Why shared values are important for universities – internally and externally
Shared Values are increasingly referred to by corporate partners as a reason for choosing which university, faculty or enterprise hub to collaborate with.
If the Values are lived (not just written), they help to establish behaviours.
As we know, culture eats strategy for breakfast.
One of our clients, Vivo Life, is a leader in plant-based nutrition. It was built on the Shared Values and Purpose of its founders. This framework attracted like-minded people to join the business, and now, by refining and articulating these elements, we’ve enabled Vivo Life’s leadership to make them core to their Identity as it scales.
We’re supporting HEPs, enterprise hubs and spin-outs to achieve similar results. And a good place to start might be with your existing university brand.
It’s likely that a set of Values has been created to foster a culture of collaboration, personal and team growth. But if these are not fit for the identity you’re developing, use the cross-disciplinary team to identify authentic, action-oriented values.
Loughborough Business School wisely chose to live by the Values adopted by the whole University saying
“We share our values with the wider Loughborough University community. They reflect how colleagues and students within our business school work in harmony alongside other areas of our community, Creating Better Futures. Together.”
Where conflict doesn’t need to exist, don’t let it. But what we have done is interpret each of those specifically to guide the behaviours of the School. For instance …
Adventurous – We will be progressive, ambitious and strive to achieve our best. This is a fundamental value for the purpose-driven. They’ll need to be curious, questioning and passionate to push beyond the status quo.
Responsible – We will be accountable for our actions; we will care for ourselves, others and our environment. The role that business needs to play in securing our future is recognised globally. Those who are attracted to LB will be prepared to stand up and be counted, prepared to link their personal ambition and success to that of the planet.
Collaborative – We will foster team spirit and create a strong sense of community; we will work together with colleagues, students, alumni and partners. Personal ambition is no bad thing, but we seldom if ever achieve alone. We ‘get there’ with the help of others. So this Value is central to the culture we foster at LB.
As you can see, this exercise is not a nice-to-have. Shared Values that are actively adopted are demonstrated by the team over time. These will reinforce the culture, ultimately attracting new members to the team as well as corporate partners.
Values inform behaviours, ultimately how the brand is perceived, regardless of what the communications might say. Consider the brands in your life. How many of them demonstrate behaviours that live up to the promise of their communications? So you can see how important this is.
The Quantum Frontier enterprise hub that we created with the Research & Innovation team at the University of Bristol has committed to a series of behaviours that include Energy, Clarity and Positivity. How refreshing and empowering!
Values are intimately tied to your Purpose, Mission and Vision. Consequently, they shouldn’t be overlooked or underplayed in bringing multiple stakeholders together from a complex organisation to face in the same direction and deliver impact.
Igniting your university or innovation hub identity can catalyse commercial opportunities. It can harness a sense of purpose, shared mission and energy that leads to greater entrepreneurialism, new sources of funding, new corporate partnerships new IP income, and an improved reputation – even fame.
To help a greater range of stakeholders to embrace this opportunity a simple change of language can help focus minds. Less corporate identity – more Impact Identity. It could increase the likelihood of maintaining a culture of innovation and ...
> intensify the clarity and focus of your purpose, mission and vision
> inspire emotional engagement
> invigorate internal stakeholders