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www.rotary.org

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Rotary - People - are the heartbeat of rotary.  individuals are engaged based on what is important to them. People run the clubs, districts, all volunteer.   All as they say “for the good of Rotary”, what ever that means to what ever project is being done.  Focus on Food, water, shelter, literacy, health and peace. Powerful drivers to attract people wanting to make a difference in the world. 

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Rotary - People - are the heartbeat of rotary.  individuals are engaged based on what is important to them. People run the clubs, districts, all volunteer.   All as they say “for the good of Rotary”, what ever that means to what ever project is being done.  Focus on Food, water, shelter, literacy, health and peace. Powerful drivers to attract people wanting to make a difference in the world. 

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Rotary -Information  - Monthly newsletter, email messages, annual address by new president, club announcements weekly. Regular in person training (some mandatory for key leaders)  Robust website. Magazine featuring great work the organization does.  

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Rotary -Information  - Monthly newsletter, email messages, annual address by new president, club announcements weekly. Regular in person training (some mandatory for key leaders)  Robust website. Magazine featuring great work the organization does.  

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Rotary -Systems  - include dues paying systems, meeting structure systems, training systems (Presidents Elect training seminar), Code of conduct could be a system?, Individual clubs have systems for fundraisers, Even the patterns of change, electing new boards every year,  formalities like singing the national anthems , meetings open at every club worldwide for guests (guest system for reporting meetings done at other clubs)  Lots of infrastructure, especially around how grants are distributed. 

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Rotary -Systems  - include dues paying systems, meeting structure systems, training systems (Presidents Elect training seminar), Code of conduct could be a system?, Individual clubs have systems for fundraisers, Even the patterns of change, electing new boards every year,  formalities like singing the national anthems , meetings open at every club worldwide for guests (guest system for reporting meetings done at other clubs)  Lots of infrastructure, especially around how grants are distributed. 

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Rotary Structure - Built on local club model as central to the structure, individual clubs meet weekly, are autonomous but part of a bigger group,  Clubs organized by Districts a larger demographic group, Districts are organized by Zones,  All form part of the larger Rotary International.  All club names have the word Rotary and something related to their location. I belong to the Rotary Club of Langley Central as an example.  There in a  heirachy of president, vp, secretary, board etc that all club follow, very organized structure that changes its president at every level every year.   Training highly integrated into the structure

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Rotary Structure - Built on local club model as central to the structure, individual clubs meet weekly, are autonomous but part of a bigger group,  Clubs organized by Districts a larger demographic group, Districts are organized by Zones,  All form part of the larger Rotary International.  All club names have the word Rotary and something related to their location. I belong to the Rotary Club of Langley Central as an example.  There in a  heirachy of president, vp, secretary, board etc that all club follow, very organized structure that changes its president at every level every year.   Training highly integrated into the structure

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Rotary -Technology  - Central robust website with forums, membership site, meeting location information, how to join.  How to donate. Rotary app. Social media to attract and retain members, creates sense  of community.   

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Rotary -Technology  - Central robust website with forums, membership site, meeting location information, how to join.  How to donate. Rotary app. Social media to attract and retain members, creates sense  of community.   

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Base products are ethically sourced, fair-trade and cruelty free. Manufacturing lines are shortened by the owners and staff manufacturing the end product themselves within the store and surrounding local area.

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Due to the small size of the company it is generally non-hierarchical. Employee participation and growth is encouraged for the benefit of themselves and their customers.

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By concentrating on positive and ethical values regarding people and the environment, the company places an emphasis on people first for both employees and customers. Employees are encouraged to set realistic goals, learn and communicate freely.
A supportive growth environment is promoted in the workplace culture.

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Information sharing strategies with customers include online presence/social media, workshops where clients learn and make their own products.
Educating customers through one-on-one in store interactions.
Promotes knowledge growth and a positive learning environment for employees.

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Online presence through webpage promoting products and online sales, email newsletters and social media for outreach, awareness and education.

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www.nezzanaturals.com
and
Nezza Naturals Vision Statement

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They have purposely chosen to target e-commerce customers.

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"What holacracy means at Zappos is that when a business problem arises repeatedly, a different team of people is assembled to address it each time. The thinking is that a problem that occurs repeatedly signals an unaddressed need in the market and so should not be treated as an inefficiency to be eliminated but as an opportunity in search of an innovative response."  (https://hbr.org/2015/06/zappos-and-the-connection-between-structure-and-strategy)

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Language is very informal, fun, dynamic and has almost a tongue-in-cheek feel to it.

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Operates as a Holacracy ("distributed authority"), a self-organizing entity. Traditional top-down reporting lines are replaced by work circles that operate next to, and on top of, each other. People don’t have jobs; they have “roles.” Lead links are the nominal managers—but they have little formal authority and can’t force employees to do anything they don’t want to do.
General company circle (GCC): Typically comprises the traditional executive leadership of the company. It is the only sub-circle in the anchor circle.

Sub-circle: Dedicated to particular functions of a company, like marketing and production. The circle a sub-circle exists in is known as its super-circle.

Roles: An element of a traditional job broken down into a task. A marketing circle, for example, can contain roles like social media, advertising, web marketing, and brand development. Every role comes with agreed-upon accountabilities. It's important to note that a role is not representative of a person — a single employee can have many roles, and roles are always subject to change.
Reference
Feloni, R., Jun. 3, 2015, 31, 083, & 1. (n.d.). Here’s how the “self-management” system that Zappos is using actually works. Retrieved November 4, 2016, from http://www.businessinsider.com/how-zappos-self-management-system-holacracy-works-2015-6

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One of Zappos’ core values is about building open and honest relationships with communication. They believe that open and honest relationships lead to trust and faith at all levels of the organization. They encourage their employees to develop emotional connections and to treat each other with compassion and integrity, using good listening and communication skills. They stress that it's not so much about what you say or do that’s key, but rather about how you make the other person feel. As a result of this value, employees are encouraged to use social media to put a human face on the company and engage with customers. They maintain an active presence on major social media platforms.

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Zappos has a unique structure. Instead of being a bureaucratic corporation with a hierarchical structure, they have a system called Holacracy, which enables employees to act more like entrepreneurs and self-direct their work instead of reporting to a manager who tells them what to do. An organization operating as a Holacracy isn't perfectly flat, but it takes powers traditionally reserved for executives and managers and spreads them to all employees, not unlike "distributive leadership."

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Zappos was one of the earliest adopters of social media as a means to market their company. They have used social media such as Twitter and youtube not just to attract new customers but to use the social platform for “word of mouth” marketing. Hence, it isn’t just that Zappos was an early adopter of social media; it is how they use social media that is also different. They use these types of social media platforms to gather comments from customers and employees.

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Zappos hires according to cultural fit first and foremost. Ten core values are instilled in every team member (http://jobs.jobvite.com/zappos/p/why#values). They have established what the company culture is, and fitting into that culture is the most important thing managers look for when hiring. In fact, new employees are offered $2,000 to quit after the first week of training if they decide the job isn’t for them. Zappos will even pass on the smartest and most talented people if they don't fit their culture. They have training classes and an entire department dedicated to teaching and spreading the culture.

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“Our number one priority is company culture. Our whole belief is that if you get the culture right, most of the other stuff like delivering great customer service or building a long-term enduring brand will just happen naturally on its own.”
-Tony Hsieh

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Google is an excellent example of "an integrated system of people and resources, tailored to the specific direction of the organization" (Autry, 1996, http://www.inovus.com/organiza.htm). Retrieved Nov. 3, 2016 from: https://www.google.com/about/facts/company/culture

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Google is an excellent example of "an integrated system of people and resources, tailored to the specific direction of the organization" (Autry, 1996, http://www.inovus.com/organiza.htm). Retrieved Nov. 3, 2016 from: https://www.google.com/about/facts/company/culture

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Encourages employees to work with cross-functional teams to stimulate new thinking

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two-way communication, open-door policy, structure the environment to encourage engagement (ie. cafeteria lines, varied

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information is shared at every opportunity - email, facebook, twitter, face-to-face, etc.

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few work rules (ie. start times, etc.) enables people to work without restrictions

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hiring people from diverse cultures and backgrounds contributes to new ways to see the world/work

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Provides free meals and opportunities for employees to have their laundry, drycleaning, etc. done during work hours for them, leading to work

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optimal work spaces encourage employees to work together

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"Gore is careful about who it hires, and those hires end up being a fraction of a percentage of applicants" (Hamel 2010)

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GoreTex: "Dabble time" to promote innovation

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GoreTex: "Dabble time" to promote innovation

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"All associates have about 10% of their work week free to dabble, to work on an initiative of their own choosing – assuming they are fulfilling their primary commitments. Someone with what they think is a breakthrough idea becomes a product champion, and must compete for talented individuals’ dabble time, to work on his or her project. If he or she can’t rally a team, maybe it’s not such a great idea, or needs refinement" (Hamel 2010)

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GoreTex: personal autonomy and accountability

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GoreTex: personal autonomy and accountability

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Small units. A unit can’t have more than 200 people. If they get too big, bureaucracy and stagnation sets in.
Cross-functional. Researchers, manufacturers, testers, marketers - they’re not in “the marketing department” - “the R&D department” - they’re decentralized and each team has a diverse skill set encompassing all the skills that team needs to accomplish its “commitments, not assignments.”
No Bosses: “...at Gore, rather than having someone tell you what to do, you get to decide what to work on and where you can make the greatest contribution, as part of a team. Individuals at Gore negotiate job assignments and responsibilities with their peers, depending on what a team is working on. You can always say “no,” but once you’ve made a commitment, it’s a near sacred oath. You’re accountable to your team.”

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"At Gore, there would be no layers of management, information would flow freely in all directions, and personal communications would be the norm. And individuals and self-managed teams would go directly to anyone in the organization to get what they needed to be successful" (Hamel 2010).

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With 9,000 employees and 30 locations world-wide, GoreTex is known as the company that makes fabric that gives us waterproof, breathable jackets, tents, shoes, etc. Less well known is their highly innovative organization design. http://www.managementexchange.com/story/innovation-democracy-wl-gores-original-management-model

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Founder Bill Gore wanted to structure his company as a lattice of networked small teams that were autonomous and self-managing. There is little heirarchy: every employee associate is expected to contribute to the company’s mission by forming their own networks to get things done within the company.

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Culture + Customer Service = Company Brand

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Culture + Customer Service = Company Brand

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Employees need to feel like they have control over the decisions they make.

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Technology acts as a support to company's culture, employees and customers. It does not run the show (pause for rant!). Face-to-face communication is still valued and encouraged.

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Working across boundaries; cross-functional; decentralized; no fixed structure

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Self-organized and self-directed.

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Personal values are aligned with company values. Employees live and breathe these everyday.

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Isn't just a department, but is the entire company.

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Being part of and believing in something bigger than yourself

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Having strong social ties builds trust

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Zappos is an online shoe and clothing shop based in Las Vegas, Nevada. They hire according to cultural fit first and foremost. It has established what the company culture is, and fitting into that culture is the most important thing when hiring. Doing so promotes the culture and happy employees, which ultimately leads to happy customers. (http://www.forbes.com/sites/danpontefract/2015/05/11/what-is-happening-at-zappos/#1365759c31b3)