Our Values, Our DNA

Here at Infomedia, we’ve recently refreshed our company core values. The reset in values comes at a time when our company is transforming from being a publishing company to a truly global SaaS business. Our core values have been synchronised to align with the type of performance culture we want to create, and they are a part of our DNA to support growth.

Below are Infomedia’s new values:

  • Accelerating Performance
  • Driving Innovation & Service
  • Navigating Global, Steering Local
  • Having Fun in the Fast Lane

Some might discount corporate values as fluffy sentiments, used to build the perfect, glossy, corporate brand. However, our corporate values are not just meaningless words written on our website, they embody our desire to drive business performance, staff satisfaction and grow shareholder value.

We believe that having values is essential and an integral part of our organisation. Why?

It strengthens corporate identity
The technology industry is often disruptive and chaotic. In a world where things are constantly changing and evolving, full of noises and uncertainty, our core values will always guide our decisions, actions and growth aspirations.

Values shape our identity, act as a unique differentiator that sets us apart from our competitors, and guide how we interact with those around us. Our values will be used to impart the ethos of our company to our Automaker and Dealership partners; informing them about who we are, what the company stands for, and what they can expect from us; our DNA!


When an organisation is rapidly growing and expanding, it can be easy to lose sight of their unique identity. Core values can be used to ensure that there is no brand dilution. Being a global company with multiple offices around the world, it’s essential for us to have consistent core values, to help unite us all and remind us about the standards that we hold – irrespective of geographic location or language.

This drive for consistency in brand and values also aligns with our Automaker partners who are actively pursuing the ‘One World’ ethos for their brands.

It inspires us to be better
Having corporate values is just as important as setting corporate goals. It aligns and moulds the overall behaviour of how our staff think, behave and work. If your staff don’t know what the company goals are, how do they achieve them? Similarly, if they don’t know what the company values are, how will they behave and conduct themselves?

Core values can be a great source of motivation in the office. When we truly believe in something, we spark the interest of those around us, and inspire everyone to work together to achieve shared goals.

driving-innovationFor example, one of our core values is ‘Driving innovation & service’. This empowers and inspires everyone in the Infomedia team to push their creativity limits. We encourage staff to be open-minded and to think differently, and they are constantly striving to build cutting-edge software that empowers our customers.

It shapes the organisational culture and environment
Values are the heart of our culture at Infomedia; it has a strong influence on our culture, sets the tone of the office environment and influences the work that we produce. Here at Infomedia, we have designed our offices and working space to reflect and foster our values.

fast-laneOne of our core values is ‘Having fun in the fast lane’. Our new Sydney office has a fun and vibrant campus type environment that welcomes and inspires people. By providing an open and conducive work environment, we are happier, we produce better work, and we flourish as both professionals and individuals.

How we expand the Infomedia family
Our care values guide our decisions on recruiting new hires, developing our people, recognising and rewarding success.

We select candidates who are not just skillful and talented, but the best suited for the organisation’s corporate culture. When hiring new staff, we look at candidates who are aligned with our company values. You can always train skills, but it may be challenging to work with someone who doesn’t share the same values.

It strengthens the organisation
Having a set of shared values, beliefs and mindset helps to grow and create a strong organisation. Collaboration and team work builds a strong organisation, and having shared values empowers individuals and teams to innovate in the way they collaborate.As a business, we can only succeed when everyone is on board and aligned in our thinking – that is what gives us the edge and makes us stronger, at all levels of the organisation.

We have found that values can be very powerful and have a huge, positive impact on our organisation as a whole. We embed and embody our core values globally, and they are part of our growth DNA. Infomedia wouldn’t be what it is today, without it.


Building a Sales Culture: Leaders Must Walk the Values Walk

Recently I was asked by the University Of Sydney Business School to talk to an MBA class about “Creating a Sales Culture”.  First of all I must say I’m always happy to take these kind of  opportunities because you can learn so much from a class such as this, as much from them as they from you in fact.  Their insight and response and questions are always very refreshing.

Within my own company we didn’t formally think about our Sales Culture until we began to expand inter-state.  That isn’t to say there was no culture previously of course, we just hadn’t taken the time to define it.  We hadn’t considered it cognitively.

But when we started opening new offices, we realised that while culture may breed by osmosis within one physical location, it didn’t travel well across geographies without some sort of definition.  So at that stage we sat down to try and articulate what our culture had become and what we stood for as a company.  Quite surprisingly, it has been one of the most important strategies we’ve put in place and the results of which to this day are palpable from the minute you step inside our offices.  We call it the “X-Factor” and we have found it to be very powerful as it has become ever-present in everything we do as an organisation.

Every organisation has a Culture.  The class asked me to define a Sales Culture, and I did so by talking about it as the reflection of what an organisation wants to be, how it wants to be perceived and most importantly, how it wants to be considered different from others.  We defined our Sales Culture through a series of Core Values such as “Good enough is not enough,” “Listen before talking” and “Always seek to delight our customers.”

Values are powerful because they are a helpful starting point for new staff, they help gu   ide the ongoing management of people and instinctively frame the way you go-to-market.  A set of Values ensures a consistency in engagement with stakeholders and sets the roadmap for the journey your customers take with you.  For that very reason, an organisation’s Sales Culture is about more than just the Sales team and must extend across the organisation – to marketing and customer service for instance – even (perhaps especially) to reception!

My final message to the MBA class is perhaps the most enduring lesson I have taken from this journey.  Culture is reflected in stories about the organisation, its events…its heritage; and the easiest way to demonstrate it is for business leaders to walk the Values walk themselves.  This, I have learned, is central to what business leadership is about.  I am hoping the business leadership of tomorrow embraces this because it has certainly been an epiphany for me.