While Gore doesnt break out its annual financial data, it has reportedly produced a profit every year since its founding.
the Gores stayed true to their goal of creating a company that would be a multiplier of human imagination.
McGregor, as youll recall, boldly challenged the management dogma that prevailed at the time. Conventional wisdom, which McGregor termed Theory X, viewed employees as lazy, disinterested in their work, and motivated only by money. Theory Y, by contrast, assumed that human beings were self-motivating problem solvers who found meaning in their work.
in a high-trust, low-fear organization, employees dont need a lot of oversightthey need to be mentored and supported, rather than bossed around.
The primary fuel for Gores innovation machine is the discretionary time of its associates. All employees are granted a half day a week of dabble time, which they can devote to an initiative of their own choosingso long as they are fulfilling their primary commitments.
Recruiting people to a new initiative is, says CEO Kelly, a process of giving away ownership of the idea to people who want to contribute.
Gore wins big not by betting big, but by betting oftenand by staying at the table long enough to collect its winnings.
While Gores leaders understand that its tough to plan for innovation, they have no doubt that its possible to organize for innovation.
