FROM APPLE TO ZAPPOS
© 2010 REALeadership Alliance and Will Marre
ZAPPOS
“
You learn the most from the
extremes - your biggest fans
and your biggest critics.
”
© 2010 REALeadership Alliance and Will Marre
Culture
© 2010 REALeadership Alliance and Will Marre
Brand
The benefits of efficiency are over estimated.
The erosion of value by underwhelming
service is invisible until it’s too late.
The most powerful branding
is direct human contact.
Make it count.”
- Zappos
If you are frustrated…
Look in the mirror.
If you want to know what your
culture is….ASK.
The Online Culture Book:
Why do you value and enjoy working at or with Zappos?
What makes us different from other companies? (100-500 words)
© 2010 REALeadership Alliance and Will Marre
Why are we so exhausted?
It’s not the JOB that
wears us out.
It’s the playground rules
and forced conformity
that burns us out.
© 2010 REALeadership Alliance and Will Marre
So, you want innovation?
THE ULTIMATE DIVERSITY
IS INDIVIUALITY
“Bring all of yourself to work and do
something extraordinary everyday.”
- Zappos
QuickTime™ and a
decompressor
are needed to see this picture.
BE DifferEnt!
© 2010 REALeadership Alliance and Will Marre
A Culture of Talent: A Commitment to Mutual Engagement
What if all employees are expected to be extreme experts in something
that matters in 5 to 7 years? What if this was a job requirement?
Required Courses
Company History
Company Culture
Values in Action
Communication
Conflict Resolution
Negotiation
Presentation Skills
Coaching
Finance
Science of Happiness
Leadership Essentials
Personal Energy
Majors
Design 101
Fashion Trends
Marketing
Brand Building
Web 2.0
Customer Intelligence
Lean Thinking
Diversity & Innovation
Sustainability
Public Relations
© 2010 REALeadership Alliance and Will Marre
Electives
Drawing
Sculpting
Model Making
Guitar
Yoga
Belly Dancing
Jazz Piano
Great cultures are “friendly, warm and
exciting because that’s how humans thrive.”
- Zappos
© 2010 REALeadership Alliance and Will Marre
“We strive to be more than the best in the
world. We want to be the best for the world.”
- Cisco
© 2010 REALeadership Alliance and Will Marre
“If you ain’t
FIRST,
you’re LAST.”
- Ricky Bobby
© 2010 REALeadership Alliance and Will Marre
“We are on the offense. Always.”
- Nike
© 2010 REALeadership Alliance and Will Marre
How does Pixar bat 1000?
11 MOVIES, 24 OSCARS, $5.5 BILLION
Great People, Great Process, Great Culture
“If you give a good idea to a mediocre team, they will screw it
up; if you give a mediocre idea to a great team, they will either
fix it or throw it away and come with something that works.”
- Pixar
© 2010 REALeadership Alliance and Will Marre
“Each person should be given
creative ownership
of even the smallest task.”
- Pixar
© 2010 REALeadership Alliance and Will Marre
Strategic Culture
Cultures that create unique value are the
result of great leaders who inspire and
empower their people to do something that
vitally matters to people. Period.
- IBM
THE PROBLEM
“
Do you INTRIGUE,
ENGAGE and ENRICH
everyone who comes in
contact with your brand?
© 2010 REALeadership Alliance and Will Marre
”
“Innovate for a BETTER world.”
“In the 21st century there is only
one path; we must be pro people,
pro planet and pro innovation.
That’s the only way we will grow.”
- Nike
WHAT IF BUSINESS HAD
A BIGGER PURPOSE?
© 2010 REALeadership Alliance and Will Marre
“Building a smarter planet…is a recipe for radically
expanded economic and societal opportunity.”
IBM
© 2010 REALeadership Alliance and Will Marre
Radical Innovation Requires
Radical Courage
RETHINK your business
to put your old business
OUT OF BUSINESS!
More Dots to Connect
“Our business isn’t making
stuff or selling stuff. It’s
helping people reach their
true potential.”
- Nike
© 2010 REALeadership Alliance and Will Marre
Make Your Difference
“Remembering that
you are going to die is
the best way to make
sure you don’t waste
your time doing things
you don’t believe in.”
- Steve Jobs
© 2010 REALeadership Alliance and Will Marre
The Evolution of CSR/Sustainability
And Business Strategy
Unique value that
improves the world.
Do less
harm.
1980
Give
Back
1990
CSR
“Nourishing our
consumers, neighbors,
employees, and our
planet.” --Campbell’s
“We need to make it
easy for our employees
to live their values.”
--Kellogg’s
2000
2010
“Stand in your truth.”
We engage our employees and consumers
when we declare our commitment to a better
world and deliver on that commitment.
- Campbell’s
© 2010 REALeadership Alliance and Will Marre
Culture of
Learning,
Inclusion,
Innovation
“The best ideas come from examining the
number of different ones
we can dream up.”
- Pixar
© 2010 REALeadership Alliance and Will Marre
Strategy for Life
What Are You Trying to Accomplish?
Physical
……….Health: vitality
Mental
……….Self Respect: capability, expertise, results
Emotional
……….Contentment: life harmony
Social
……….Relationships: mutually supportive intimacy
Spiritual
……….Meaning: purpose, motives, value congruence
© 2010 REALeadership Alliance and Will Marre
What Strategies Will Get Us There?
Infantile
Purposeful
Over Work
Over Consumption
Over Indulgence
Harmony
Investment
Enjoyment
Payoff:
Tangible, Immediate
Payoff:
Deep Life Satisfaction
© 2010 REALeadership Alliance and Will Marre
How do we know if we are
implementing the right strategy?
Time
Attention
LIFE
WORK
Money
Energy
MEANING
RESULTS
(Extreme)
(Intrinsic)
Human
Motivation
SELF-CONCEPT
(Extrinsic)
© 2010 REALeadership Alliance and Will Marre
The Secret of Life
People who are the most healthy, live longest, best
educated, happily married, and financially secure, AND
are the most satisfied have one thing in common…
They over-invest in their future
instead of over-withdrawing from
their present.
Human Motivation
Integrity
Goals
Capabilities
Pleasure
© 2010 REALeadership Alliance and Will Marre
Status
Strategic Culture Alignment
CULTURE
High Engagement
LEADERSHIP
Low Engagement
Vision Storytelling
Role Modeling
Proof Points
Anecdotal Proofs
Belief Networks
Aligned Priorities
Collaboration
Brand Pride
Customer Centric
Loyalty
Knowledge
Unexpected Innovation
Support
Full Commitment
POWER
SYSTEMS
Firing
Threats
Layoffs
Incentives
Training Metrics
Budgeting
Overt/Covert Resistance
No Buy-In
Business Planning
Talent Mgt.
Process Systems
Systems Alignment
Broad Buy-In
© 2010 REALeadership Alliance and Will Marre
Creating Strategic Culture
Intention
1. What are our
organization’s
present and
future goals?
Behavior
Values
2. What
attitudes and
behaviors do
we see and
“feel?”
3. Will these
behaviors and
attitudes help
us achieve our
goals?
4. What
values and
priorities
seem to be
driving the
attitudes and
behaviors?
7. What
attitudes and
behaviors
will help us
achieve our
present and
future goals?
8. What
changes in
values and
priorities are
needed?
© 2010 REALeadership Alliance and Will Marre
Beliefs Will, I don’t Story
know what you
do with
5. What want to 6.
What
this.
The
boxes
beliefs might “old” story
don’t flow to
be driving the
(cause
me. Please
call. +
values and
priorities?
effect
narrative) is
driving your
current belief
system?
9. What
beliefs must
be embraced
to achieve
our goals?
10. What new
story (cause +
effect
narrative)
needs to drive
an aligned
belief system?
Strategic Culture
Business
Planning
Unique
Value
Creation
Budgeting
OverEliminate
Invest
Talent
Management
Career
Path
© 2010 REALeadership Alliance and Will Marre
Training
And
Dev.
Rewards
And
Recognition