Gore case study

A privately held company known for its innovative products like Gore-Tex fabric.

A type of fabric developed by W.L. Gore & Associates, known for its waterproof and breathable properties.

W.L. Gore & Associates' management style emphasizes employee ownership and minimal hierarchy, focusing on action and creativity.

W.L. Gore & Associates operates similar to a co-operative, where employees are also owners of the company.

W.L. Gore & Associates ranks in the top 200 of Forbes' list of the top 500 privately held companies, indicating its size and success.

A company owned by a small group of individuals or a family rather than the public, with limited financial information publicly available.

The total income generated by a company over a year.

W.L. Gore & Associates has manufacturing plants and sales locations across the globe, including the United States, Germany, Scotland, Japan and China.

Polytetrafluoroethylene, a versatile polymer used in various products, including Gore-Tex fabric and medical implants.

A breathable and waterproof fabric, made with PTFE, commonly used in outdoor clothing, footwear, and medical devices.

Employees of W.L. Gore & Associates, who are also part owners of the company.

A legal document granting exclusive rights to an invention, like a new process or product, for a specific period.

A collaborative agreement between two or more companies, where they share resources and expertise to achieve a common goal.

A separate unit or department within a larger company, often operating in a specific location or industry.

Spaceflights to the Moon, like the Apollo missions.

The rate of heat loss from a wet surface is significantly higher than from a dry surface. It is 23 times faster.

Four core values that shape W.L.Gore & Associates' culture: fairness, growth, commitment, and consultation.

Treating everyone with respect and ensuring opportunities for all.

Encouraging employees to develop their skills and take on more responsibility.

A organizational structure where there is no hierarchical chain of command. Teams are formed around specific projects and individuals communicate directly with each other.

Teams are formed around specific projects or opportunities, rather than based on traditional departmental structures.

Holding oneself accountable for promises made and actions taken.

Collaborating with colleagues before taking actions that could impact the company's reputation.

Instead of direct bosses, associates have sponsors who guide them, but without formal authority.

The company avoids rigid hierarchies and traditional management structures to promote creativity and initiative.

Teams composed of individuals with diverse skills and expertise, working together on a project.

Leaders in this structure are defined by their ability to win the trust and support of their team members.

Decisions are made based on knowledge and expertise rather than seniority.

The belief that given the proper conditions, people can achieve extraordinary things.

Protecting the company from excessive risk by encouraging calculated entrepreneurial ventures.

At W.L. Gore, teams can initiate projects involving significant financial commitments without a lengthy review process.

New W.L. Gore associates are assigned three sponsors: a starting sponsor, an advocate sponsor, and a compensation sponsor.

W.L. Gore stock is privately held and valued quarterly.

Associates earn cash profit-sharing distributions when corporate profit goals are met, typically twice a year.

Associates receive pre-tax flex dollars to spend on medical, dental, and other benefits.

Compensation at W.L. Gore is determined by committees, with significant input from associate evaluations.

W.L. Gore provides essential benefits to all eligible associates, including medical plans, dental plans, and long-term disability insurance.

A management structure at W.L. Gore that encourages autonomy, self-directed work, and collaboration.

A program where associates own W.L. Gore stock, fostering a sense of ownership and long-term commitment.

A strategy used by W.L. Gore to ensure that work groups remain small enough for effective communication and collaboration.

W.L. Gore's approach to management emphasizes employee ownership, minimal hierarchy, and a focus on action and creativity.

W.L. Gore prioritizes a close-knit work environment where communication flows freely and ideas are easily shared.

W.L. Gore maintains its culture through processes like right-sizing as the company grows, ensuring that work groups remain small and collaborative.

The lattice system and a focus on smaller, intimate work groups encourage autonomy, collaboration, and a sense of ownership, leading to innovation.

Maintaining a balance between growth and intimacy, ensuring that work groups remain small enough for effective communication and collaboration.