Has anyone posted this website before?  http://www.syntrek.com/article3.html

In any case, kick to the top.

A tidbit:

Collins and Porras discovered that the exceptional companies shared several timeless qualities:

• They have core values. These core values form solid foundations that do not change because of current fads. (They seem to function like DNA: They organize the processes required for thriving and enable the transfer of effective design knowledge to future generations, ensuring long-term survival.) It is important to note, however, that if exceptional companies stray from their core values, they deenergize their employees and lose their competitive edge. Such was the case with IBM, when it lost is audacious boldness for investing in the future and became more conservative and protective.7
  
• They are driven by more than making money. The exceptional companies pursue a cluster of objectives; while making money is one of those objectives, it is not necessarily the primary one. Yet, these exceptional companies are more profitable than their competitors, which are driven primarily by making money.
  
• They focus on continuous improvement. The companies focus more on continually improving themselves rather than on beating the competition.
  
• They learn from failures. The companies rely more on trial-and-error experimentation than on academic strategic planning.

. . . those companies with adaptive cultures increased their revenues over an 11-year period by 682% and improved their net incomes by 756% compared to 166% and 1% respectively, for those companies that were not adaptive to change.

Given these figures, it's ironic that many executives regard values and culture as "soft" factors. Most likely, these executives also don't understand the real value of the knowledge resource in their employees.