Nov 2, 2026 · 41 min · 13 segments
***A seat at the table only counts if HR shows up with options, consequences, and clarity.*** **David S. Cohen** talks with global CHRO **Christine Deputy**, whose career has spanned some of the…
David CohenHost
There is a theory by some that the values have to be set by the community, the customers, and the shareholders.
I can't imagine how that could be the case because, I mean, certainly you want to be thinking about all your constituents when you think about your business strategy and where are you going and what are you going to deliver in that business and how do you... bring to bear innovation and all those things so that you're constantly reinventing yourself.
And those things, that aspiration has to be really clear because you want your values and those behaviors that you're designing the organization, you want them to be future-focused.
And so I find that I can't imagine completely turning it over to the outside going in, I think, because the way the organization works, the way the product is created, the way the engineering, the outcomes get developed, all those things are very unique to your organization.
It doesn't work that way because it has to be organic to the organization and it has to resonate and has to be sitting in something that's real and authentic.
And I think if that's what they're trying to get to, I think that's great.
Because if you start with a set of values that don't have any resonance with the organization today, they'll never catch fire.
There is a theory by some that the values have to be set by the community, the customers, and the shareholders.
I can't imagine how that could be the case because, I mean, certainly you want to be thinking about all your constituents when you think about your business strategy and where are you going and what are you going to deliver in that business and how do you... bring to bear innovation and all those things so that you're constantly reinventing yourself.
And those things, that aspiration has to be really clear because you want your values and those behaviors that you're designing the organization, you want them to be future-focused.
And so I find that I can't imagine completely turning it over to the outside going in, I think, because the way the organization works, the way the product is created, the way the engineering, the outcomes get developed, all those things are very unique to your organization.
It doesn't work that way because it has to be organic to the organization and it has to resonate and has to be sitting in something that's real and authentic.
And I think if that's what they're trying to get to, I think that's great.
Because if you start with a set of values that don't have any resonance with the organization today, they'll never catch fire.
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