“The legacy we must pass on now is values rather than a system.” This brief remark by Mr. Chao Wen-Chia, Farglory Group’s Vice Chairman, sparked a strong reaction within the company. What is the definition of “values”? Doesn’t the company need a system? How can we strike a balance between the two? To answer these earnest questions, Vice Chairman Chao once again conducted an on-site seminar for a face-to-face, heart-to-heart discussion with all colleagues.

Both frontline and back offices should keep value in mind for business operations

While the industry is advocating “story marketing,” Farglory Group deeply grasps the element that makes a story work: values. The Company understands that without the support of a solid original intention, a story is merely valueless wordplay. During the seminar, Farglory Realty, a frontline office that works directly with customers, shared that when colleagues went beyond product talk to share information about Farglory’s internal cultural shifts and the Company’s courageous determination to embrace the circular economy, their relationship with customers gradually transformed from a transactional one to that of mutual partnership. Furthermore, it even inspired other entrepreneurs.

In addition to frontline offices, Vice Chairman Chao also reminded back-office personnel to do things ahead of time, proactively optimize procedures, and reduce possible errors to increase the value of their work.

Values are what you care about

Due to its origins as a construction company, Farglory Group understands that because everyone values different things, the same piece of land can be designed and presented differently depending on who is in charge. Self-realization is best demonstrated by defining what you care about, finding like-minded partners through precise communication, and eventually achieving your goals. Although goals may take a lifetime to pursue, with inevitable failures, setbacks, pressures, and challenges along the way, the courage to face each obstacle gradually builds our irreplaceable beliefs and uniqueness.

After the seminar ended, most colleagues were still in a state of euphoria. Perhaps this was the year’s greatest legacy: an opportunity for personnel of all levels to come together in a relaxed atmosphere to learn firsthand about the leadership’s direction for the company and understand where employees themselves are going.

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