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The core values of a business in relation to minimum behavioural standards such as integrity are inherently sacrosanct and are unlikely to change or be compromised. If we are to succeed in transforming businesses, then broad-based BEE aspirational values need to be integrated and embedded in the businesses. In fact, empowerment is likely to become a “permission to play” set of fundamental, strategically sound beliefs and values.

In Built to Last – Successful Habits of Visionary Companies co-author Jim Collins suggests that, in addressing the accelerating pace of change, increased ambiguity and complexity of the world, “The only truly reliable source of stability is a strong inner core and the willingness to change and adapt everything except that core.”

A business is said to have values only to the extent that there are clear non-negotiable minimum standards of behaviour as well as consequences for non-compliance.

Broad-based BEE values need to be manifested and promoted in and integrated into every stakeholder, including employees, and repeated often by executives. Hiring methods, performance management systems and staff screening need to be included in key strategic change processes. Poorly implemented values can, however, poison a company’s culture.

“The right cultural fit” is an often-cited factor in a successful broad-based BEE transition. In essence, the cultural fit refers to the enactment of key values, including integrity, character, trust, honesty, ethics and morality. Look for, reflect on and work through any basic differences in values that could compromise the business.