If core values of the organisation do not resonate with your own, don’t accept it.
On a Sunday afternoon, a sea of fans donned in orange “Merci Rafa” shirts gathered to honour Rafael Nadal as he made his final appearance on the clay court. The undisputed ‘King of Clay’ and a 14-time French Open champion—a feat unparalleled in the history of the sport—took his last bow on the Court Philippe-Chatrier. Nadal fought back tears and delivered a heartfelt speech and reflected on two decades of triumphs, challenges and unforgettable memories at Roland Garros. Nadal’s legacy is one of passion, humility and sportsmanship—qualities that will continue to inspire future generations.
Tennis is deeply rooted in a set of core values that shape its culture, competitive spirit and the behaviour of its players. Each match serves as a reflection of life’s challenges and victories. The ability to remain composed under pressure and to learn from one’s mistakes are skills cultivated on the court. From resilience and perseverance in the face of adversity to grace and humility in both victory and defeat, these attributes are invaluable in any endeavour.
My father was a government servant and used to build roads in the border areas; he served in the Border Roads Organisation. I was the only child, raised in a middle-class family. My parents decided to send me to a boarding school—Rishi Valley—close to Bengaluru. My father devoted more than half of his salary to my education—a considerable sacrifice that instilled in me the values of education, hard work, honesty, humility and simplicity during my formative years.
I was drawn to Nestlé not because it is one of the world’s largest consumer goods company. It was because of the mission and purpose of the organisation, and a chance to enable and empower the lives of people for generations to come. I believe that food represents one of the most noble gestures humans can offer one another, and the sector in which I work holds great importance to me. It comes with challenges, but the joy of beloved brands, happy consumers and inspired partners and stakeholders is worth more than the efforts!
At the heart of Nestlé’s values lies the principle of respect. This fundamental concept is deeply embedded in the company’s ethos—respect for ourselves as individuals, which is essential for fulfilling our needs in life, and respect for one another. As a large, multinational organisation embracing diverse ethnicities and religions, it is imperative that we learn to respect each other. We must honour diversity and value our colleagues, regardless of how divergent their opinions may be, and not undermine or marginalise anyone. And we saw that on our TV sets, when Nadal was celebrated not only by the roaring crowd but also by fellow legends—Roger Federer, Novak Djokovic, and Andy Murray—who joined him on the court for a powerful moment of solidarity. Once fierce rivals, the ‘big four’ stood united in celebration. They competed fiercely, while respecting one another.
So, the first port of call when I choose a job or an assignment is to check how compatible is the value system of the organisation with my own value system. Second, does the assignment give me the opportunity to enable and inspire people? And, third, does whatever I do lead to a strong contribution to whatever metrics the organisation is using to measure? This is the advice I offer to others as well: regardless of the size of the brand or the prominence of the company, if the core values of the organisation do not resonate with your own, I recommend refraining from accepting that role.
This post was first published in The Week on June 8th, 2025. Suresh Narayanan is Chairman & Managing Director, Nestle India.
Join our WhatsApp Group for News and Article Alerts
