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Closing the Values vs. Decisions Gap
How Awaab’s Law Phase 2 will stress test the integrity of organisational values and why a values driven approach will matter more than ever.
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Within the McKinsey 7S Framework, Shared Values sit at the centre, connecting every other element of the model. In practice, values only become useful when they are embedded deeply enough to guide decisions throughout the organisation - shaping what people prioritise and how they respond when there is no policy, manager or process telling them exactly what to do.
Values can sometimes be viewed as the softer side of organisational life, far removed from operational delivery. Phase 2 challenges that assumption. Its reach across provider organisations means that consistent delivery will depend on people in very different roles working from a common understanding of what the organisation is trying to achieve and why.
For social housing providers, resident safety provides a clear point around which that shared purpose can align. A potential hazard can present people with decisions about how seriously a concern should be treated, what information needs to be considered and what action should follow. Systems and processes can provide structure and guidance, but they cannot anticipate every circumstance. Where resident safety is genuinely embedded as a shared organisational value, it provides a common reference point for the judgement that still has to take place.
The sector is already being pushed firmly in this direction. The new Competence and Conduct Standard, which comes into force on 1 October 2026, requires providers to embed appropriate standards of behaviour and maintain policies governing the competence and conduct of relevant staff. Government has also explicitly connected the Standard with the wider ambition to change the culture of social housing.
Technology can help translate those organisational priorities into everyday practice. Well-designed systems can make relevant resident and property information available when decisions are being made, guide required actions and maintain a clear record of how concerns have been handled. AI can add another layer by surfacing information or patterns that may otherwise be missed. But the priorities reflected in those systems still originate with the organisation - and their value depends on people sharing a clear understanding of the outcomes they are working towards.
Shared Values is the fourth element in the McKinsey 7S Framework for organisational change, which we use throughout our Roadmap to Readiness to examine Phase 2 preparedness. The guide looks more closely at how shared values and organisational culture can support Phase 2 delivery, alongside diagnostic questions to help leadership teams assess their own readiness.
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