W. L. Gore – Culture of a Chaos or Innovation?
Historically, bureaucracy was government administration managed by departments staffed with non-elected officials. Hierarchy and excessively complicated decision-making procedures are some of the main things Bill Gore did not want to see as the culture of his organization. Learning off the DuPont Task Force {Exibit 3} Bill, thrived off a collaborative small groups were clusters of employees bonded on projects and worked tight knit and relied on human development and participation, this internal focus and integration set the foundation of W.L Gore’s core but Bill wanted more. He wanted to add this “clan” mentality on a larger scale and focus on inclusion, flexibility and discretion. Maslow’s hierarchy …show more content…
L Gore's unusual culture nurtures innovation through a variety of atypical practices and values – but if this is such a successful model, why haven’t we seen more organizations follow their footsteps? According to Kelly, (Gore’s non-CEO) organizations need to focus on creating the right environment rather than pushing R&D by creating the right environment collaboration and innovation. The most challenging piece for companies to implement this model is scalability. As Gore grows globally across geographies, they need to figure out to maintain and adapt the culture in different markets. Managing 9,500 employees around the world can escalate into a major problem that will occur when a company starts expanding. Another difficulty would be maintaining the culture and values of W.L Gore. Since there are located in many countries and continent that full with diversity of culture, norms, language, foods, dress and others, the culture and the norms of the company is hard to maintain or to be standardize all the year. Gore has managed to grow by utilizing the principles of small-scale organization and decentralized decision-making. Their approach to people development is showcased clearly in the sponsor program, the lattice structure, and the four guiding principles driving the corporate culture. By giving people lots of responsibility and decision-making power, the emphasis on leadership rather than management, and competitive compensation
Historically, bureaucracy was government administration managed by departments staffed with non-elected officials. Hierarchy and excessively complicated decision-making procedures are some of the main things Bill Gore did not want to see as the culture of his organization. Learning off the DuPont Task Force {Exibit 3} Bill, thrived off a collaborative small groups were clusters of employees bonded on projects and worked tight knit and relied on human development and participation, this internal focus and integration set the foundation of W.L Gore’s core but Bill wanted more. He wanted to add this “clan” mentality on a larger scale and focus on inclusion, flexibility and discretion. Maslow’s hierarchy …show more content…
L Gore's unusual culture nurtures innovation through a variety of atypical practices and values – but if this is such a successful model, why haven’t we seen more organizations follow their footsteps? According to Kelly, (Gore’s non-CEO) organizations need to focus on creating the right environment rather than pushing R&D by creating the right environment collaboration and innovation. The most challenging piece for companies to implement this model is scalability. As Gore grows globally across geographies, they need to figure out to maintain and adapt the culture in different markets. Managing 9,500 employees around the world can escalate into a major problem that will occur when a company starts expanding. Another difficulty would be maintaining the culture and values of W.L Gore. Since there are located in many countries and continent that full with diversity of culture, norms, language, foods, dress and others, the culture and the norms of the company is hard to maintain or to be standardize all the year. Gore has managed to grow by utilizing the principles of small-scale organization and decentralized decision-making. Their approach to people development is showcased clearly in the sponsor program, the lattice structure, and the four guiding principles driving the corporate culture. By giving people lots of responsibility and decision-making power, the emphasis on leadership rather than management, and competitive compensation