Develop corporate culture. Anchor values in everyday work.
How are your corporate values actually experienced? With zweikern Insights you make experiences visible, derive concrete actions together and track how your culture develops.
People decide within agreed boundaries and get support when they need it.
How we recognise it
Decisions inside the agreed frame without precautionary approval
Support arrives when someone needs it — not only after escalation
Corrections are explained factually, not quietly reversed
Sample item
It is clear to me which decisions I can take independently.
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Capture experiences
Three separate statements on clarity, room to act and handling of consequences — plus an open question on situations that helped or hindered ownership.
It is clear to me which decisions I can take independently.
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Within my area of responsibility I can act without unnecessary approvals.
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If an independent decision does not lead to the desired result, it is discussed with me factually.
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Which concrete situation recently made ownership easier or harder?
Illustrative sample items
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Understand the contradiction
Decision room is broadly known, yet many decisions are still secured in advance. Use Voices to cluster open comments: earlier decisions were later reversed without explanation.
“Decisions were later reversed without explanation.”
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Change practice together
Clarify typical decisions (decide · inform · decide together), remove one approval in an agreed frame, and record when leaders correct — with owners and a review date.
A study distinguishes publicly stated values from the integrity employees experience in management. Perceived integrity was positively related to firm outcomes.
Associations, not a causal effect of a values programme — and not evidence for website values alone.
Through statements on typical behaviours, decisions and rules — plus open answers. Patterns, distributions and repeated waves make development discussable.
Describe observable behaviour and everyday situations. A general item like “Do we live the value?” is rarely enough — capture clarity, room and consequences separately.
Clarify rules and approvals, adjust leadership behaviour and incentives, change workflows and link agreements to a review — not only communicate the guiding principles.
Breakdowns by unit and site make differences visible. Actions belong in each context — with shared corporate values as the frame.
Targeted waves on selected themes often suffice. The rhythm follows your actions: listen again once agreements have been tried.
Through the survey, shared interpretation of results and work on concrete agreements in Workspaces — not only through communicating results.
Yes. You can begin with lived norms and typical decision situations and sharpen values in parallel.
