Four Radically Different Cultural Models

I just ran across an interesting blog post called Four Radically Different Cultural Models: Best Buy, Google, GE, Semco.

It outlines the differences in the culture and people management across these four firms.

You man wonder in what model does your operations belong. And what culture and people management is your ambition?

Here’s an excerpt:

General Electric: The Ruthless Meritocracy
Six Sigma (with some room for bringing in new ideas). True to GE’s past, the massive company still strives for perfection through efficiency, but CEO Jeffrey Immelt is pushing innovation just as hard to make up for Six Sigma’s tendency to kill creativity.

Google: The Whimsical Idea Factory
(Slightly) controlled chaos. Build fantastic facilities that eliminate employees’ everyday hassles and make them want to come to work (and stay there). Let them tinker and watch the sparks fly.

Best Buy: The Every-Day-Is-Saturday Model
We’re all adults here. Work is not a place you go, it’s something you do, so there’s no reason for the company to dictate when and where employees work. Managers look solely at results produced, not hours spent at a desk or in meetings.

Semco: The Extreme Democracy
Employees run the show, which means transparency in all things. Salaries are public knowledge, and complaints about managers are posted for all to see. Semco, a conglomerate that does everything from industrial engineering to environmental consulting, has no corporate strategy (really) and no predefined career paths. The idea is that workers should be the ones who identify strategic opportunities – for both the company and themselves.

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My ambition
And my answer is migrating from GE to Best Buy!