Whose values are these anyway ?

A manufacturing company has a strict rule about no alcohol on the premises. Makes complete sense if only from a safety point of view. The company handbook clearly states that infringement leads to immediate dismissal, without compensation. Yet the foreign technical expert visiting regularly is known to keep a few bottles of alcohol in his office, for after-hours unwinding (at the factory). This is widely known by everyone but (silently) accepted because "he has always done this and cannot change"
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Fuji Xerox values

Less critical but in the same vein, a large "no motorcycle parking" in front of the office aims to ensure there is no clutter of bikes parked in an obstructive way. But this is also where the boss' motorcycle is parked every day.

Do you really think your teams need visions, missions or value statements ? They see (literally in the above examples) what the values or priorities are every single day, in what is being done, and more importantly, in what is being tolerated in the organization. Values are concept that is demonstrated by the company's top team, in interactions with people of all levels, including those external to the company. Values are tested in times of stress, conflict or upheaval.

Vision, mission and value statements can be powerful when they synthesize what already exists. It is a confirmation of what the company is and wants to continue to be. If these statements describe what should be, or worse still, are created because it seems they are the "in" thing, they do more harm than good, and it would be better to just do away with them all together. Don't expect people to be inspired by a poster on the wall while issues and conflicts remain unaddressed.

Writing your values statement is not a priority. The priority is to demonstrate your values by the way you lead your organization. Your people will get it.