دانلود رایگان مقاله درس های آموخته شده از Zappos در فرهنگ سازی با عملکرد بالا

Tony Hsieh, the CEO of Zappos, was determined to build Zappos with the belief that if you get the culture right, most everything else will fall into place. The culture that he builtis a unique one. Imagine working in an environment where employees are recruited and trained for the culture, employees from top to bottom are encouraged to have fun, work hard, and support one another, and there is a sense of family, friends, and community at work. Also imagine an environment where employees are focused and productive, but also enjoy a relaxed environment with free lunch, snacks, and ice cream, the freedom to decorate their work stations in creative ways, and there are parades and numerous other forms of celebrations. Add the fact that employees are empowered to make creative decisions and to ‘‘wow’’ customers by going the extra mile and you have a glimpse of the Zappos culture. The Zappos culture might sound interesting and a little zany, but not practical, except that Zappos has grown at an exceptional rate from $8 million to over $1 Billion in sales in just 8 years. Employee turnover has been at about 7% in an industry where turnover averages over 150%. Over 75% of orders are from repeat customers. Fortune Magazine has consistently ranked Zappos in the 100 Best Companies to Work For. Because of its reputation, Zappos receives hundreds of applications for every open position. For example, in the call center, the applications are capped at 200 which often occurs within a few hours of the job posting.

CONCLUSION

It is clear from research on culture that it plays a significant role in the success or failure of organizations. You would think that as important as culture is that it would be a high priority for leaders to be well trained on its importance and on how to build and maintain it. However, this is often not the case. Zappos represents a unique situation where a leader made culture a top priority and pursed a purposeful processto build it. In fact, Tony Hsieh bet his career and resources on a philosophy that a culture that values employee happiness, customer satisfaction, and a high level of performance would produce the best results. While the results have indeed been impressive, perhaps the greatest contribution of the Zappos experiment has been the emphasis it has placed on the need to purposely and thoughtfully build (step-by-step), change, and sustain a high performance culture and assure that it is designed to support the organization’s strategy.