Embedding Organisational Values at IMSERV
IMSERV
Energy
UK
IMSERV is one of the UK’s leading data collection and energy metering experts. When Jo Cox joined as CEO, she quickly recognised that while the company had a set of corporate values in place, they were not connecting with people across the organisation.
Employees described the values as “management speak” – they looked comprehensive on paper, but they were not meaningful in the day-to-day realities of work. For Jo, this was an opportunity to ensure the organisation’s culture was supported by values that genuinely resonated with employees, guided decision-making, and were lived at every level.
Listening to Employees
The work began with focus groups, deliberately engaging a cross-section of employees from the office to the field. These conversations explored whether the values were the right ones, if the language was accessible, and whether the accompanying descriptions reflected the reality of how teams worked.
Employees were clear: they wanted values that felt like their own, expressed in straightforward language, supported by behaviours they could demonstrate in everyday roles.
Creating Meaningful Values
Based on employee input, IMSERV reshaped its values and developed a behavioural framework that made them practical and visible. Each value was supported by examples of behaviours, helping employees to understand what living the values would look like in practice.
One of the most significant changes was the introduction of a safety value. While safety had been implied previously, employees felt strongly that it should be explicit. Safety became not just part of the language, but a core value, placed at the heart of IMSERV’s culture.
Leadership at the Centre
Values only become meaningful when leaders role-model them. IMSERV ran leadership workshops to introduce the new values and behavioural framework, giving leaders the opportunity to practise using them, apply them to realistic scenarios, and build confidence in communicating them to their teams.
Alongside the values, leaders also explored key cultural themes including trust, psychological safety, and growth mindset – all critical in guiding organisations through change.
Outcomes and Impact
The result was a refreshed set of values that employees described as “our values” rather than “management’s values.” Leaders reported feeling equipped to role-model and operationalise them in practice. Importantly, the values are now tied to IMSERV’s evolving “North Stars” – high-level organisational objectives that change as the business matures. While the North Stars adapt, the values remain constant, providing a cultural foundation for long-term success.
Jo Cox reflected on the experience:
“Our people told us what mattered to them, and together we created values that truly belong to the organisation. They are not just words – they shape how we lead, how we work, and how we keep safety at the centre of everything we do.”
Looking Ahead
IMSERV’s work demonstrates that organisational values are most powerful when they are co-created, clearly articulated, and embedded through leadership. By listening to employees and equipping leaders to bring values to life, IMSERV has built a culture that will guide its decisions and behaviours well into the future.