"I don’t think values have anything to do with productivity or collaboration."
That is possibly the dumbest thing I have ever read. I have never seen a tight, productive team that didn't have certain values in common. It need not be explicit. (Indeed, being explicit about it is often a sign of problems.) But it has to be there.
His counter-example, supply chains, are notoriously difficult to manage. The people who are best at that, like Toyota, often work very hard to encourage shared thinking and shared values across company boundaries. And the notion that in-team relationships should look to the US-Russia relationship as a model is redonkulous.
Updated to add:
That line strikes me as a classic example of "I don't notice X in action, therefore X is {stupid|unimportant|useless}." Which I've certainly done in the past, but as an old fogy I've taken my lumps enough to learn a little caution.
That is possibly the dumbest thing I have ever read. I have never seen a tight, productive team that didn't have certain values in common. It need not be explicit. (Indeed, being explicit about it is often a sign of problems.) But it has to be there.
His counter-example, supply chains, are notoriously difficult to manage. The people who are best at that, like Toyota, often work very hard to encourage shared thinking and shared values across company boundaries. And the notion that in-team relationships should look to the US-Russia relationship as a model is redonkulous.
Updated to add:
That line strikes me as a classic example of "I don't notice X in action, therefore X is {stupid|unimportant|useless}." Which I've certainly done in the past, but as an old fogy I've taken my lumps enough to learn a little caution.