1. GYRO RESEARCH: UNDERSTANDING
BUSINESS DECISION MAKERS AND WHY
THEY BUY INTO STRONG CULTURES
A survey of top business decision makers
produced in conjunction with

2. ABOUT THE RESEARCH
Requires research into human relevance
Business decision makers - Only Human - 2014
The role of culture, mission and purpose - Beyond the Brand - 2015
our mission is to create ideas that are humanly relevant

3. “IT’S IMPORTANT TO
MOVE AWAY FROM THE
VIEW OF LOGIC AND
REASON AS THE CENTER
OF GRAVITY OF ONE’S
ACTIVITY. THINGS ARE
FAR MORE COMPLEX.” - Antonio Damasio, Neuroscientist

4. HUMAN FACTORS ARE THE DECIDING FACTORS
“We know that there’s a
really strong
relationship between
companies that provide
high quality products
and services and those
that have a strong
reputation for an
engaged work force.”
-Peter Fasolo, VP @ Johnson &
Johnson
Nearly two-thirds (65%)
of executives believe
subjective factors that
can’t be quantified
(including company
culture and corporate
values) increasingly make
a difference when
evaluating competing
proposals. Only 16%
disagree.

5. THERE’S A REASON GUT INSTINCT OFTEN PROVIDES A
CLEARER PATH: DATA IS COMPLEX AND CONFUSING
Lack of analytical
capacity to extract
actionable information
from data
Rapidly increasing
variety of
information types
Excessive data volume
37%
34%
31%
ANXIETY

6. EMOTION AND SOFT FACTORS ARE EVOLUTIONARY
ADAPTATIONS FOR MORE EFFICIENT DECISION MAKING
NEUROSCIENTISTS ESTIMATE THAT % OF OUR RESPONSES ARE
BIOLOGICALLY DRIVEN. HISTORICALLY, SURVIVAL DEPENDED ON THE
ABILITY TO MAKE QUICK, SMART DECISIONS.
IN FACT, THOSE WITH BRAIN DAMAGE AFFECTING AREAS THAT
PROCESS EMOTION HAVE DIFFICULTY MAKING BASIC DECISIONS.
99

7. EXECUTIVES RECOGNIZE THE BENEFITS OF “TRUSTING THEIR GUT”
A majority (62%) of executives say it is often necessary to rely on
gut feelings and soft factors.
“GUT REACTION IS ESSENTIAL
TO ANY DECISION MAKING
PROCESS.”
-Scott Beth, VP Finance & Operations @ Intuit

8. SO, WHICH SOFT FACTORS
MATTER?

9. Sixty-eight percent of respondents agree with the statement that it
is worth making short-term financial sacrifices to cultivate long-
term relationships.
STRONG RELATIONSHIPS ARE IMPORTANT AND WORTH SACRIFICE

10. STRONG REPUTATIONS AND CULTURES WIN
When choosing companies to do business with, 70% of respondents cite
company reputation as the most influential factor. Company culture is
also a top driver according to 53% of executives surveyed.
“You must focus on the ‘why’ of the business, the pure idea. The
overwhelming desire to connect to this essence has been, and always will
be, incredibly powerful. You need to share it, celebrate it, and elevate
it, beginning with the most important element of all: the people inside
the business.”
- Christoph Becker, CEO & CCO @ gyro

11. KNOWING WHAT A COMPANY STANDS FOR IS AN IMPORTANT
FACTOR FOR EXECUTIVES WHEN CHOOSING A CORPORATE PARTNER
More important than
market dominance...
Is knowing what a
company stands for
More important than a
reputation for innovation...
20%21%
60%

12. NOTHING IS MORE POWERFUL THAN THE CULTURE OF A BUSINESS
EIGHTY PERCENT OF RESPONDENTS AGREE THAT A SUCCESSFUL COMPANY’S
BIGGEST IDEA IS OFTEN THE ONE UPON WHICH IT WAS BUILT. LOSING YOUR
CULTURE AND ORIGINAL SENSE OF PURPOSE MAY MEAN LOSING YOUR CUSTOMERS.

13. IF LONG TERM PARTNERSHIPS ARE THE GOAL
It’s worth making short term financial sacrifices in order to lay
the foundations of a long term partnership, according to 71% of
respondents.
“If we’re not making a connection, or there are
any issues with company values, that might
cause us to keep looking around for other
people who are making a similar type of
product. We could be in a relationship with a
company for 20, 30 or 40 years. So we have to
ask ourselves if we really want to hang out
with them for all that time.”
-David Lannon, EVP Operations @ Whole Foods

14. % OF EXECUTIVES BELIEVE THAT COMPANIES THAT ARE
SUCCESSFUL AT BUILDING LONG-TERM RELATIONSHIPS MAKE A
DIRECT CORRELATION BETWEEN WHAT THEY BELIEVE IN AND THE
WAY THEY CONDUCT THEIR BUSINESS.
98
MISSION AND PURPOSE ARE KEY TO BUILDING LONG-
TERM RELATIONSHIPS

15. NEARLY ALL RESPONDENTS ( %) FEEL THAT MISSION STATEMENTS
ARE BENEFICIAL, EVEN WHEN THEY SET GOALS THAT ARE HARD TO
ACHIEVE, AND THEY HOPE MORE COMPANIES WILL BE PURPOSE-
DRIVEN IN THE FUTURE.
98
A CLEARLY DEFINED MISSION STATEMENT IS ESSENTIAL
60% SUPPORT COMPANIES THAT ARE TRYING TO DO WHAT’S RIGHT,
EVEN WHEN IT DOESN’T MAXIMIZE REVENUE.

16. ONLY HUMAN - WHO DID WE POLL?
720EXECUTIVES
88%
director level or above

17. BEYOND TEH BRAND - WHO DID WE POLL?
500EXECUTIVES
40% based in the United States
40% based in Europe
20% based in Asia