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Working within W.L. Gore Associates
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| Working within W.L. Gore Associates The very unusual organisational structure and management sets this firm apart from its competitors. Moreover, there is some evidence to support its claim to be highly creative and innovative, as Gore–US has made all annual lists of the ‘100 Best Companies to Work for in Fortune magazine from 1998 to 2016. Its UK firm was ranked the second best place to work in the UK in 2016: www.greatplacetowork.co.uk/. Often, it is cited as a model for effective management of innovation and the firm is proud of its heritage and how it works: We encourage hands-on innovation, involving those closest to a project in decision-making. Teams organize around opportunities and leaders emerge. Our founder, Bill Gore created a flat lattice organization. There are no chains of command nor predetermined channels of communication. Instead, we communicate directly with each other and are accountable to fellow members of our multi-disciplined teams. Associates are hired for general work areas. With the guidance of their sponsors (not bosses) and a growing understanding of opportunities and team objectives, associates commit to projects that match their skills. Everyone can quickly earn the credibility to define and drive projects. Sponsors help associates chart a course in the organization that will offer personal fulfilment while maximizing their contribution to the enterprise. Leaders may be appointed, but are defined by ‘followership.’ More often, leaders emerge naturally by demon- strating special knowledge, skill, or experience that advances a business objective. Associates are committed to four basic guiding principles articulated by Bill Gore: freedom to encourage, help, and allow other associates to grow in knowledge, skill, and scope of fairness to each other and everyone with whom we come in contact responsibility Source: gpointstudio/Shutterstock M04 Innovation Management and New Product Development 51523.indd 135 20/11/2020 20:30 Chapter 4 Managing innovation within firms 136 the ability to make one’s own commitments and keep them and consultation with other associates before undertaking actions that could impact the reputation of the company by hitting it below the waterline. (Gore, 2003) Download 0.52 Mb. Share with your friends:
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