Whole foods speed dating wellesley
They are also about competition — both with other companies and within Whole Foods.
Teams, stores, and regions compete vigorously to outdo each other in quality, service, profitability — and the results of those competitions translate directly into bonuses, recognition, and promotions. Peer pressure enlists loyalty in ways that bureaucracy doesn’t.”The 65-year-old supermarket industry is the last place to look for radical ideas about work and management.
There are fact sheets about wheatgrass juice and residue-free beef, and posters celebrating the virtues of sustainable agriculture.
What you won’t find on the shelves, however, are the most important items in the store: the business principles by which it operates. is the largest natural-foods grocer in the United States.
In fact, the company shares so much information so widely that the SEC has designated all 6,500 employees “insiders” for stock-trading purposes.
But teamwork and information-sharing aren’t just about cooperation.
It is also one of the business world’s most radical experiments in democratic capitalism.
The produce is gleaming, stacked head high, perfectly arranged, each apple stem and celery stalk facing in the same direction. There are no plastic mountains of Coca-Cola, no coupon dispensers for Tide or Crest.
It collects and distributes information to an extent that would be unimaginable almost anywhere else.
Sensitive figures on store sales, team sales, profit margins, even salaries, are available to every person in every location.
Supermarkets are about brawn not brains — it’s a business where every penny counts and double coupons qualify as a profound strategic innovation.
John Mackey and his colleagues play by different rules — rules that offer powerful lessons for companies in all kinds of industries.