Penetration | MVV does not permeate just by chanting it. It only permeates when it is used for daily decision-making.

Penetration

MVV does not permeate the moment it is memorized, but the moment it is used.

We talked about it throughout the company.
We included it in internal documents.
We posted it on the recruitment page.
We explained it during onboarding.
We held workshops.
We also created value cards.

Even so, the actions on the ground do not change.

In meetings, the same old judgments are repeated.
In evaluations, only easy-to-understand results are looked at after all.
Managers cannot explain it to members in their own words.
Each department has different priorities.
There is no habit of returning to the MVV when in doubt.

In this state, management and HR think as follows.

It hasn't permeated yet.
We must communicate it more.
We need to get employees to understand it.
Let's increase training and workshops.

Of course, communicating is important.
But communicating alone is not enough.

MVV does not move an organization just by being known.
It only enters the field when it is used for daily decision-making.

Last time, I wrote that MVV is not for decoration, but for aligning judgments.

Click here for the previous article

Mission is the reason the company exists.
Vision is where the company is headed.
Value is the standard for daily judgment.

When these three are connected, it becomes harder for the field to get lost.

Conversely, if there is an MVV but it is not used for judgment, the company has the words, but its actions are not aligned.

This time, I will write about why that MVV does not permeate the field.

The theme is penetration.

Penetration is not about memorizing words

When it comes to the penetration of MVV, many companies try to increase 'awareness'.

Explain it to all employees.
Distribute materials.
Post it on the company portal.
Have management talk about it repeatedly.
Hold workshops.
Enable employees to recite the values.

That in itself is not bad.

You cannot use words you do not know.
A philosophy you have never heard of cannot serve as a criterion for judgment.

First, it is necessary to make people aware of it.
However, knowing it and being able to use it are different things.

Employees can recite the MVV.
They understand the meaning.
They empathize with it.
They also think it is important.

Even so, there are times when it is not being used in the field.

It does not come up when making decisions in meetings.
It is not referred to when struggling with customer service.
It is not included in manager feedback.
It is not discussed during performance evaluations.
It is not the axis of judgment when deciding on new initiatives.

In this state, it cannot be said that it has penetrated.

You remember the MVV.
But your judgment has not changed.
This is not penetration.
It is awareness.

What is penetration?

It is returning to those words when you are lost.
It is being able to rethink using the same axis when opinions on a decision are divided.
It is being used naturally in daily actions, meetings, and evaluations.

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Companies that communicate it, but where the field does not change

I have seen companies where
the MVV is communicated quite carefully, yet the actions in the field do not change.

The management team talks about it earnestly.
HR also communicates it repeatedly.
Internal materials are well-prepared.
Recruitment PR is also consistent.
It is explained at the time of joining the company.

Even so, it is not used much in the field.

When opinions are divided in a meeting, it is ultimately decided by the opinion of the person with the loudest voice.
When struggling with customer service, it is judged based on the individual sense of the person in charge.
When a manager cautions a member, they speak based on their own values.
When there is a conflict between departments, the convenience of one's own department comes to the fore, rather than what the company prioritizes.

The words exist.
But they are not included in the field's judgment.

When it reaches this state, the MVV gradually becomes
"pretty words."

It is posted within the company.
Management says it is important.
It is talked about in recruitment.
It also comes up in all-hands meetings.

But it is not used in daily work.
When that happens, employees start to feel this way.

"In the end, the front lines are operating on different criteria."
"What is said and what is actually evaluated are different."
"They say the philosophy is important, but it disappears when things get busy."
"They are pretty words, but they have nothing to do with the work."

When this feeling spreads, the MVV weakens.

The words themselves are not bad.
By not being used, they lose their credibility.

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The reason why MVV does not permeate

The reason why MVV does not permeate is not just because employees do not understand it.

In many cases, the problem lies elsewhere.
It is that the situations for using it have not been designed.

Communicating the MVV.
Explaining it.
Getting people to empathize with it.

They have done that much.
But it has not been decided where to use it in daily work.

How to use it in meetings.
How to use it in 1-on-1s.
How to handle it in evaluations.
How to look at it in recruitment.
How to convey it during onboarding.
How managers turn it into their own words.
How to return to it when judgments differ between departments.

While this remains ambiguous, it is difficult to seek penetration alone.

Management is talking about it.
HR is sending out information.
Employees also know it.
But there are no situations to use it on the front lines.

In this state, the MVV is placed outside of work.

It exists as company words.
But it does not enter into business judgments.

As a result, different criteria are prioritized on the front lines.

In departments where sales are strong, only sales become justice.
In busy departments, only finishing quickly is prioritized.
On the management side, only avoiding risk comes to the fore.
Managers judge based on their own experience.
Members act by watching their boss's face.

In companies where MVV is not used, other criteria will fill the void.

When that accumulates, the company's decisions will no longer be aligned.

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The problem is not a lack of penetration, but a lack of implementation.

When this state occurs, the company tries to increase its messaging even more.

Management talks more.
Send out more internal newsletters.
Increase training sessions.
Hold more workshops.
Have employees think about it more.

Of course, there are situations where that is necessary.
However, there are things that will not change just by increasing communication.

This is because the problem is not a lack of penetration, but a lack of implementation.

People know the MVV.
They also empathize with it.
They also think it is important.

But it is not used in meetings.

It does not enter into decision-making.
It is not reflected in evaluations.
It has not become the language of management.

If you only increase communication in this state, it looks like this from the front lines.

"They're talking about the philosophy again."
"I know it's important, but we don't use it in actual work."
"In the end, it's other things that get evaluated."
"Front-line decisions haven't changed."

When this happens, trust in the MVV declines.

It is not that the philosophy is bad.
It is not that the penetration measures are bad.

The problem is that the words and daily operations are disconnected.

MVV will not penetrate through management messages alone.

Communication from HR alone is not enough.
Employee empathy alone will not drive action.

Meetings, decision-making, evaluations, 1-on-1s, hiring, and development.

Only when it is integrated into such daily operations does it begin to take effect within the organization.

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If managers cannot translate it, MVV will not reach the front lines.

What is important for the penetration of MVV is the managers.

This is because it is the managers who translate the words spoken by management into the work of the front lines.

Management speaks about the direction of the company as a whole.
HR designs systems and communications.

However, what members encounter daily are the words of their direct supervisors.

What kind of behavior is good?
How much should be delegated?
What should be prioritized?
How should failures be handled?
Beyond just results, what attitude should be looked at?

If managers cannot explain these points, MVV will not reach the front lines.

Managers cannot speak about MVV in their own words.
They cannot connect it to the members' work.
They cannot use it during feedback.
They cannot bring it into meeting decisions.

In this state, MVV becomes a distant concept for employees.

What management is saying.
What HR is communicating.
What is written on the recruitment page.

It ends there.

To integrate MVV into the front lines, managers need to become translators.

Do not just convey it; connect it to daily work.

In this project, which Value is being questioned?
Does this decision align with where the company is heading?
Is this behavior something our company wants to value?
Does the company approve of this way of achieving results?

Are these questions incorporated into management?
That is the turning point for MVV penetration.

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First, I want you to pose this question

When you want to make MVV penetrate, you don't need to suddenly increase the number of initiatives.

Increase all-hands meetings.
Increase training.
Increase internal newsletters.
Increase workshops.
Create an award system.

There is nothing wrong with those things themselves.
However, there is something you should look at before that.

There is only one question you should pose first.

In what situations on the front lines is the MVV being used?

You should look at this.

When making decisions in meetings.
When communicating expectations in 1-on-1s.
When reviewing behavior during evaluations.
When evaluating candidates during hiring.
When introducing the company during onboarding.
When opinions are divided between departments.
When you are unsure about how to handle a customer.

Is the MVV being used in those situations?
If it is not being used, it has not yet penetrated.

They just know it.
They just empathize with it.
They just have it posted.

Looking at penetration is not about whether employees can recite the MVV.

It is about seeing if those words are included in daily decision-making.
If this is weak, small discrepancies will emerge in the organization.

This is not because there is no MVV.
It is because the MVV is not incorporated into daily operations.

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There is only one thing I want to leave you with in this article.

MVV does not penetrate just by chanting it.

It only becomes part of the organization when it is used in daily decision-making, meetings, evaluations, and management.

Just communicating the philosophy is not enough.
Just getting people to empathize is not enough.

Unless you design the situations in which it is used, MVV will remain nothing more than pretty words.

How did we create countermeasures after the company fell apart?
I wrote about that story here.
"Because I didn't die, I was able to create countermeasures"

In this series, I will write about engagement, MVV, and HR policies, starting from the structures that weaken an organization.

I would be happy if you could like and follow so that you receive the rest of the series.

Next time, I will write about HR policies themselves.

There are policies.
There are systems.
There are surveys, 1-on-1s, and training as well.

But the organization does not change.

Policies | Increasing HR policies does not necessarily mean the organization will improve.