Trust, accountability, integrity … As we've seen in the preceding chapters, these are heady topics. So many companies claim these as core values, but that's the easy part. The hard part comes in actually trying to express these values in action, in pulling them down from the ether and giving them life at eye level. Agilent was successful in doing this; as Fortune pointed out, the company earned its employees' trust when times were good, so it had a "head start" in maintaining that trust when its fortunes turned.
Among the thousands upon thousands of American companies, Enron and the like are outliers. The vast majority of companies are led and staffed by honorable people who want to do well financially, but do so ethically. They want their work to mean something. They want to create something they can be proud of. In short, they want to build Accountable Organizations of their own. And to build anything, one needs tools.
BUILDING THE ACCOUNTABLE ORGANIZATION
Daniel Roth, "How to Cut Pay, Lay Off 8,000 People, and Still Have Workers Who Love You," Fortune 145, 3 (February 4, 2002): 63.