The Adaptability Culture
The adaptability culture is characterized by strategic leaders encouraging values that support the organization's ability to interpret and translate signals from the environment into new behavioral responses.
The adaptability culture also consists in strategic focus on the external environment through flexibility and change to meet customer needs. The culture encourages entrepreneurial values, norms, and beliefs that support the capacity of the organization to detect, interpret, and translate signals from the environment into new behavior responses.
This type of company, however, doesn’t just react quickly to environmental changes — it actively creates change. Innovation, creativity, and risk-taking are valued and rewarded.
Most Internet-based companies use the adaptability type of culture, as do many companies in the marketing, electronics, and cosmetics industries, because they must move quickly to satisfy customers.
Zappos.com became a hugely successful Internal retailer with an adaptability culture that encourages open-mindedness, teamwork, and a little weirdness. The Book Mark underneath tells more about the successful, slightly wacky Zappos culture.
|Delivering Happiness: A Path to Profits, Passion, and Purpose|
|How many companies pay employees to quit? Zappos.com does, because CEO Tony Hsieh believes paying someone to leave is $2,000 well spent when it gets rid of a person who doesn’t fit in and could damage the company’s culture. The successful Internet seller of shoes (and now other products) is renowned for its exceptional customer service, but managers say they don’t even talk about customer service at the company. Instead they focus on culture, and exceptional service and high performance happen as a result.|
DELIVERING HAPPINESS THE ZAPPOS WAYTony Hsieh joined Zappos.com in 2000 and sunk practically all his assets into the business to keep it going during the dot-com bust. By 2009, when Amazon purchased the company for $1.2 billion, Zappos was one of the most successful Internet retailers of all time. Hsieh believes that’s because the primary goal of the company was not to sell shoes, but to deliver happiness, both to employees and customers.
Hsieh knew first-hand how important a strong, constructive culture is when it comes to employee and customer happiness. He had experienced the joyless grind of working in a job that had no meaning, where technical skill as all that mattered. Hsieh decided to write Delivering Happiness to talk about his journey from “chasing profits to chasing passion,” the life lessons he has learned, and how those lessons have been applied at Zappos. Here are some key points for business leaders:
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