organizational values

Can Strong Corporate Values Polish Off 5,000 Pizzas?


It’s no secret that tech companies power the world and are accomplishing some of the most innovative discoveries in this day and age. Other companies want to be like them. And most of all, people compete to work for them.

The secret to their success is largely related to their ability to direct their employees towards the businesses key goals.  As other industries attempt to emulate these innovative workplaces, there’s an increasing emphasis on being mission or value-driven and company culture. Corporate values, whether explicitly stated or not, play a critical role in an organization’s culture and strategy.  

So what makes having corporate values different from not having them?

Strong corporate values align an organization’s culture with its mission and goals. This ultimately improves the likelihood of a company achieving their goals and reaching successful outcomes.

Still not entirely sure? Here’s how it works:

An organization’s culture brings people together and develops the bond of a community. When individuals feel a sense of belonging and understand the direction that the company is headed in, they’re more likely to put their best foot forward and work towards the group effort. When there is a lack of organizational culture or weakly established values, employees are less likely to feel inclined to innovate and collaborate with their peers.

But what does pizza have to do with corporate culture?

Picture this:  The Guinness Book of World Records delivered 5,000 large pizzas to your office offering a $1 billion grant to the company that breaks the record for eating the pizzas the fastest. Will you have the leadership and strong organizational spirit to bring everybody together?

Let’s say there are 3,500 people in your company and eight slices on a large pizza. That means everybody would have to eat approximately 11.43 slices of pizza. That’s a lot of pizza!  To put away that much pizza, every single person must be united in their dedication to achieving the goal. They must be in it to win it. But that kind of coalescence can only come from having a vibrant culture backed by strong leadership.


Great Places to Work identified 1,000 firms that reveal a strong correlation between financial performance and employees’ belief in their company’s values. Companies with employees that best understand where the organization is headed, how it’s going to get there, and know that everyone is in it together are the most profitable. This means that if a company does not have strong organizational values, they are likely underperforming and diminishing their potential of maximizing profits (or potential pizza prizes).

It’s easy to undermine the values or cultures of our companies and focus on hard money driven outcomes. What makes certain companies so special is their ability to intertwine both their people strategy with their business strategy. Unfortunately, the perceived road to success is not a straight shot. And as your company faces unforeseen obstacles down the road, your people’s ability to consume pizzas in record time is indicative of your people’s ability to work together and persevere through tough times.


Making Moves with Procured Health


By differentiating themselves amidst the rapidly changing healthcare tech industry, Procured Health reached a growth point that most small companies only dream. With a workforce three times larger than it was a couple years ago, Procured Health was confident they had identified the best and the brightest in the industry. With this kind of rapid growth, they wanted to proactively uphold their values to guide them in making business decisions and improving employee performance. After all, large growth spurts often incur large growing pains such as regrettable turnover. In order to circumvent potential cultural issues, they needed help codifying and clarifying their organizational values.

They understood the most important rule of corporate culture: if you do not set an intentional culture, with clarity around “how” work is approached in your company or team, it gets created for you. Further, if you don’t like what was created, changing that culture is both time consuming and costly.

Through our refined discovery, ideation, decision-making and make-it-stick methodology, we were ultimately able to recognize the essential cultural foundation of “how” they approach their work, which drove their success, enabling them to scale with confidence and clarity.  

The Discovery

SparkWorks assessed the current state of the organizational culture and aligned the cultural values that their executive team associated with their workplace engagement drivers. Incorporating a company-wide online survey, facilitating focus groups with employees, and having one-on-one meetings with the executive team ensured all voices had multiple opportunities to be heard, and we could surface and make distinctions between the “real” culture and the company-speak.

The Ideation

In playful yet challenging ideation sessions, our team helped the executive team hone in on the true differentiators which made their workplace different from their talent competitors. Further, we drilled deeper, defining the behaviors that aligned to each value so the employees could understand why they mattered and how they could live them out.  

The Decision-Making

By bringing in our team of culture consultants, we facilitated robust and direct conversations, challenging Procured Health’s executive team to improve specificity and seek breakthrough outcomes, making decision-making easier and providing clarity on multiple points of view.  In the end, the framework and supporting statements were thoughtfully considered to be of maximum impact and value to the team. 

Making It Stick

It was important to the executive team that the company found ways to build the values into their day-to-day operations. They wanted to be intentional on how they were built into the culture and didn’t want to end up being the company who only plastered their values on the wall and forgot about them. 

Managers were fully involved in the rollout, receiving specific training and guidance to fully understand the meaning of the values so they could help integrate and drive the organization towards a unified goal with the values being top of mind. They have also since built a recognition program centered around these values and are currently in the process of building them into their performance management system.

Procured Health’s efforts to clarify a great “cultural fit” gives them a competitive edge. By spending the time upfront to define the values whilst still being a small company, Procured Health now has the framework  in place to identify the early warning signs of when someone might not be a good long term fit, which in the end saves a lot of time and money.   


About Procured Health

Procured Health is at the forefront of helping health systems achieve the best clinical outcomes at an optimal cost by making clinical evidence accessible and actionable. Providers across the U.S. rely on Procured Health's technology platform to make better decisions on spend and usage of medical devices, supplies, and drugs. For more information, visit Procured, find us on LinkedIn, follow @ProcuredHealth on Twitter and like us on Facebook.