30 Grades clos


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)

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