When Tony Tan Caktiong had stepped down as president and CEO of Jollibee Foods Corporation in mid-2014, he had been succeeded by his younger brother, Ernesto Tanmantiong. In 2016, the brothers were working together to realize the company's vision of making JFC a truly international organization with a significant global presence. As they positioned the company for expansion, they thought perhaps the company's eight values should become more succinct, memorable, and aligned with the company's vision. Tan Caktiong was aware, however, that some company executives would view pausing to contemplate values a waste of time; they would argue that values are essentially identical at every company and irrelevant to performance. Others would assert that values should not change. Was it the right time to reassess the company's values? How could Tan Caktiong persuade skeptics that values make a difference? And as the company grew, should values be articulated at the corporate level, or should they vary among JFC's brands?