Culture, the ultimate competitive advantage
by John Smith, CTO and Chief Evangelist at SPARC on Nov 15, 2011
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Jim Goodnight, CEO of SAS Institute, famously stated that "95% of my assets drive out the front gate every evening. It’s my job to bring them back." These "assets" that Mr. Goodnight speaks of are ...
Jim Goodnight, CEO of SAS Institute, famously stated that "95% of my assets drive out the front gate every evening. It’s my job to bring them back." These "assets" that Mr. Goodnight speaks of are his employees, his team members. Ranked #1 for the second year in a row on the 2011 Forbes' Best Places to Work list, SAS and Mr. Goodnight are undoubtedly doing something right. Corporate Culture, Engagement, and Energy are the 3 fundamental principles driving not only SAS, but a majority of the top leaders on the Forbes list.
Over the last century, the United States has made a switch; we are no longer the leader of industrial/operational efficiency, but instead, our major competitive advantage is innovation. This innovation starts with a bet. Companies must be willing to place a bet on culture and the belief that shifting time, resources, and money into team member happiness and engagement will, ultimately, deliver higher revenue and increase overall profitability.
Employee engagement can be the biggest competitive advantage for company success. Culture, the Ultimate Competitive Advantage focuses on how culture and engagement can drive a company to a stage 5 success via recruiting, sales, marketing, communication, performance, overhead, and other departments. This Engagement Effect can amount to a 20% or more gain in all faucets of a business. The presentations demonstrates how this Engagement Effect can unleash an unprecedented potential for growth, what differentiates the top 100 companies from the next lower 100 companies on the Forbes list, and what the return on cultural investment can do for the bottom-line.
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