Jim Goodnight, CEO of SAS Institute, famously stated that "95% of my assets drive out the front gate every evening. It’s my job to bring them back." These "assets" that Mr. Goodnight speaks of are his employees, his team members. Ranked #1 for the second year in a row on the 2011 Forbes' Best Places to Work list, SAS and Mr. Goodnight are undoubtedly doing something right. Corporate Culture, Engagement, and Energy are the 3 fundamental principles driving not only SAS, but a majority of the top leaders on the Forbes list. Over the last century, the United States has made a switch; we are no longer the leader of industrial/operational efficiency, but instead, our major competitive advantage is innovation. This innovation starts with a bet. Companies must be willing to place a bet on culture and the belief that shifting time, resources, and money into team member happiness and engagement will, ultimately, deliver higher revenue and increase overall profitability. Employee engagement can be the biggest competitive advantage for company success. Culture, the Ultimate Competitive Advantage focuses on how culture and engagement can drive a company to a stage 5 success via recruiting, sales, marketing, communication, performance, overhead, and other departments. This Engagement Effect can amount to a 20% or more gain in all faucets of a business. The presentations demonstrates how this Engagement Effect can unleash an unprecedented potential for growth, what differentiates the top 100 companies from the next lower 100 companies on the Forbes list, and what the return on cultural investment can do for the bottom-line.

1. :D
Charleston Digital Corridor, Fridays @ the Corridor
CULTURE, THE ULTIMATE
COMPETITIVE ADVANTAGE
By John E. Smith
:D © 2011 BreakTheEquation | Proprietary and Confidential 1

2. Agenda :D
• About Me
• Corporate Culture
• Engagement Effect
• The Numbers
• SPARC’s Culture
• Getting Started
:D © 2011 BreakTheEquation | Proprietary and Confidential 2

3. About Me :D
John E. Smith
• A serial entrepreneur and thought leader,
who has been recognized as being a top
level Chief Technology Officer (CTO) and
business culture evangelist.
• @ SPARC - Chief Evangelist and CTO
- www.sparcedge.com
:D © 2011 BreakTheEquation | Proprietary and Confidential 3

4. What’s a Chief Evangelist? :D
• Started with Guy Kawasaki while at Apple
- The driving force behind evangelism is the fact that individuals simply want to make the world a better place.
Evangelist customers spread their recommendations and recruit new customers out of pure belief, not for the
receipt of goods or money.
• Most likely different for every company
• @SPARC - Chief Evangelist
– To believe in what’s possible and evangelize that at SPARC.
– To evangelize what is possible at SPARC, beyond SPARC.
:D © 2011 BreakTheEquation | Proprietary and Confidential 4

5. :D
Change is hard because people overestimate the value of what they have—and underestimate the value of what they may
gain by giving that up.
- James Belasco & Ralph Stayer
CORPORATE CULTURE
:D © 2011 BreakTheEquation | Proprietary and Confidential 5

6. Why Culture Matters…. all of a sudden :D
• The switch in the nation’s advantages
- There has been a switch in our nation’s advantage… we once competed on operational efficiencies, today we
compete on innovation
• Operational Efficiencies
vs.
Innovation
-
• Innovation will be stifled without a supportive culture
:D © 2011 BreakTheEquation | Proprietary and Confidential 6

7. What is Corporate Culture? (supportive) :D
A Bet, Big Bet
• Willing to place a bet on culture and the belief that shifting
time, resources, and money into team member happiness
and engagement will, ultimately, deliver higher revenue and
increase overall profitability
- Have to be willing to take the risk; will need more patience with revenues
• This Bet can be difficult because there are no definitive
engagement/culture-driven metrics
• Both written and observed knowledge about the
accepted rules and behaviors within a corporation
:D © 2011 BreakTheEquation | Proprietary and Confidential 7

8. What is Corporate Culture? :D
• The collective way things are done in a corporation
- Both written and observed knowledge about the accepted rules and behaviors within a corporation
• Must be supported by top leadership
- Can start at any level, but without top level support… ultimately will die
• Great cultures have some things in common
– Trust, Pride, Camaraderie
• @ SPARC - Culture
– Fair, Environment, Promise
:D © 2011 BreakTheEquation | Proprietary and Confidential 8

9. Corporate Culture and Trust :D
• Trust is hard
- Grows from how the leader reacts to changes (both big and mundane changes)
• Trust = Progress
- Trust will lead to confidence in the direction you set
• If employees don’t trust their leaders, they hesitate and
weigh consequences
- Can lead to a “waiting game” to see what happens next – causes company-wide inaction
:D © 2011 BreakTheEquation | Proprietary and Confidential 9

10. Engagement Effect… :D
• Self Feeding
• Delivers Energy
• The Ultimate
Competitive Advantage
:D © 2011 BreakTheEquation | Proprietary and Confidential 10

11. Engagement Effect… :D
• Self Feeding
• Delivers Energy
• The Ultimate
Competitive Advantage
:D © 2011 BreakTheEquation | Proprietary and Confidential 11

12. :D
Thousands of candles can be lit from a single candle, and the life of the candle will not be shortened. Happiness never
decreases by being shared.
-BUDDHA
HAPPINESS
:D © 2011 BreakTheEquation | Proprietary and Confidential 12

13. Happy Employees :D
• Story on happiness realization
- Everyone believes that a child will do great at school if they are happy to be there
• Make employee’s happy and they will over achieve
– Align careers with passion and natural abilities
– Build an amazing environment
– Make things fun
– Share
• Everything else will take care of itself (mostly)
:D © 2011 BreakTheEquation | Proprietary and Confidential 13

14. Happiness :D
• Types of Happiness
– Pleasure
- Always chasing the next thing; short lasting
– Passion
- Flow: where peak performance meets peak engagement “in the zone”
– Higher Purpose
- Being part of something bigger … the longest lasting type of happiness
• Condensed to Maslow’s Hierarchy
– Employees: Money >> Recognition >> Meaning
“Delivering Happiness: A path to profits, passion, and purpose” by Tony Hsieh
:D © 2011 BreakTheEquation | Proprietary and Confidential 14

15. Workplace Happiness :D
• Perceived Control
- Employees are happier being in control of their pay and which skill sets to attain
• Perceived Progress
- Employees are much happier with an ongoing sense of career progression
• Connectedness (Depth of relationships)
- Engaged employees are more productive; number of good friends an employee has at work is correlated with
how engaged that employee is
“…happiness doesn’t come primarily from within but, rather, from between.” – Jonathan Haidt
• Vision & Meaning (Part of something bigger)
- Higher purpose beyond money, profits, or being number one in a market is a key factor in separating a great
company from a good one
“Delivering Happiness: A path to profits, passion, and purpose” by Tony Hsieh
:D © 2011 BreakTheEquation | Proprietary and Confidential 15

16. NPS… From the Inside Out :D
• Net Promoter Score (NPS)
- Answering the Ultimate Question, Richard Owen and Dr. Laura
• Every promoter will tell 3 friends
- One time shot per sale
• Engaged employees will tell friends every day for a
career
• @ SPARC – employees rate their happiness every 30
days
:D © 2011 BreakTheEquation | Proprietary and Confidential 16

17. :D
This company takes pride in empowering its people to a point where they do not feel like they are just “doing a job,” they
are actually playing a pivotal role in the company.
–WEGMANS EMPLOYEE
ENGAGEMENT
:D © 2011 BreakTheEquation | Proprietary and Confidential 17

18. Engagement Effect :D
• When employees are engaged it powers the entire
company
• All areas of the company affected
– Sales – Employee Health
– Marketing
– Communication – Performance
– Strategy – Management
– Overhead
– Recruiting
– Turnover – Energy
:D © 2011 BreakTheEquation | Proprietary and Confidential 18

19. Engagement Effect :D
•How much would you be willingitto pay for a 20% gain in
When employee are engaged powers the entire
company any one of these areas?
• All areas of the company effected
– Sales
How about all of them? Health
– Employee
– Marketing
– Communication – Performance
– Strategy – Management
– Overhead
– Recruiting
– Turnover – Energy
:D © 2011 BreakTheEquation | Proprietary and Confidential 19

20. Engagement Effect :D
•How much would you be willingitto pay for a 20% gain in
When employee are engaged powers the entire
company any one of there areas?
• All areas of the company effected
– Sales
How about all of them? Health
– Employee
– Marketing
Engagement Effect… This is the
– Communication – Performance
Ultimate Competitive Advantage!
– Strategy – Management
– Overhead
– Recruiting
– Turnover – Energy
:D © 2011 BreakTheEquation | Proprietary and Confidential 20

21. Engagement Effect = Level 5 :D
Tribal Stage Collaboration Communication Structure
5 Team “Life is great”
4 Partnership “We’re great”
3 Personal “I’m great”
2 Separate “My life sucks”
1 Alienated “Life sucks”
Summary of Tribal Leadership and Structures. Note that the person in question is the circle on the right column – going
from alienated at stage one to part of an ever-growing network at stage five.
:D © 2011 BreakTheEquation | Proprietary and Confidential 21

22. Engagement for Growth :D
World Class Average
7%
18%
26%
49% Actively Disengaged
Not Engaged
67%
Engaged
33%
9.57:1 1.83:1 Ratio of Engaged
to Actively
Disengaged
Ratio of Engaged to Actively Disengaged
Gallup, Inc.
:D © 2011 BreakTheEquation | Proprietary and Confidential 22

23. :D
I've learned that people will forget what you said, people will forget what you did, but people will never forget how you
made them feel.
-Maya Angelou
ENERGY
:D © 2011 BreakTheEquation | Proprietary and Confidential 23

24. Energy :D
• A positive spiritual force arouses enthusiasm in people?
• How to define energy?
• You know it when
it’s there and you know
it when you see it
:D © 2011 BreakTheEquation | Proprietary and Confidential 24

25. :D
If you don't measure something, you can't change it. The process of leadership is one of painting a vision, then saying how
you're going to get there, and then measuring whether you're actually getting there. Otherwise, you risk only talking about
great things but not accomplishing them.
- Mitt Romney
BY THE NUMBERS
:D © 2011 BreakTheEquation | Proprietary and Confidential 25

26. Return on Cultural Investment :D
“…doing the
right
thing, treating
people right, is
also the right
thing for the
company.”
- Jim Goodnight,
Founder & CEO of SAS, #1 on the
“Best Places to Work” List, 2011
Publicly traded companies listed in the “100 Best Places to Work” have consistently higher percentages of
annual returns. In addition to higher return percentages, lower turnover rates and more job applicants are
also characteristic of companies listed in “100 Best Places to Work”
:D © 2011 BreakTheEquation | Proprietary and Confidential 26

27. 100 Best Compared to 100 Lower :D
• The 100 Best grew at twice the pace of the 100 Lower
• Absenteeism was 70% higher at the 100 Lower
• The 100 Best received twice as many job applications
• The 100 Best developed more new products (Innovation)
• The 100 Best had lower voluntary turnover
• The 100 Best increased revenue by 23% but staff by only 11%
2009 Study, The Great Place to Work Institute Europe
:D © 2011 BreakTheEquation | Proprietary and Confidential 27

28. Recognition :D
• Gallup Poll “Recognition” Study
- 4 million employees, worldwide; 10,000 businesses across 30 different fields
• When Employee Recognition was part of culture,
companies saw:
– Increased productivity
– Increased engagement
– Higher likelihood of staying with the company
– Better Safety
– Fewer Accidents
:D © 2011 BreakTheEquation | Proprietary and Confidential 28

29. :D
Where/How it can go wrong: Culture Killers
THINGS TO AVOID
:D © 2011 BreakTheEquation | Proprietary and Confidential 29

30. Culture Killers :D
• Animosity
• Fear
- Can (culture wins) start at any level, but without top level support… ultimately will die; Facebook posters of
“What Would You Do if You were Not Afraid?”
• Risk Focused (risk mitigation)
- Focus on value creation over risk mitigation… despite size and success
• Actively Disengaged Team Members
- Erode the organization’s bottom line, while breaking the spirits of colleagues in the process
• Rule Management
• Corporate Dogma
• Anti-Trust
• Actuaries
:D © 2011 BreakTheEquation | Proprietary and Confidential 30

31. :D
Ignite the Possibilities
–SPARC
CULTURE @ SPARC
:D © 2011 BreakTheEquation | Proprietary and Confidential 31

32. New Picture
SPARC Culture!
A SOFTWARE DEVELOPMENT
CULTURE
© 2010 SPARC | Proprietary and Confidential 32

33. 2011 Ignite Your SPARC!
SPARC CULTURE BASELINE
© 2010 SPARC | Proprietary and Confidential 33

34. SPARC Rules
• No Bull Shitting!
- The opportunities we know of, we can solve, without trust
there is nothing….
• Act in SPARC’s Best Interest
- Be accountable
• Have Fun!
- If we are not having fun, it’s not worth doing
© 2010 SPARC | Proprietary and Confidential 34

35. The SPARC Priorities
Health Family Career
Order is implicit!
© 2010 SPARC | Proprietary and Confidential 35

36. The SPARC Equation
SPARC You
Fair Environment Promise
Loyalty
Hard Work
= Commitment
Salary Flexibility Larger Than Us
Benefits Excitement Proud Of
Accountability
Vacation Fun Shared Success Creativity
© 2010 SPARC | Proprietary and Confidential 36

37. SPARC Core Values
Fall 2011
1. People First, First
- Put people, the person first over all other aspects. Make time to listen. Give others the benefit of the
doubt
2. Accountable
- No matter the time or place, I am accountable for my actions. Period.
- Keep your team members accountable.
- Behaviors that encourage accountability can be transparent
3. Communication
- Continuously communicate, and at all levels.
4. Agile
- Embrace agile as a way of life. (Embrace change, Fast value & Continuous improvement)
5. Have Fun
- Whenever possible figure out a way to make things fun, funny and more enjoyable.
6. Leave Them High
- Always leave people feeling better. Present a Hug-Factor!
© 2010 SPARC | Proprietary and Confidential 37

38. SPARC Terminology
Hug-Factor
[huhg] [fak-ter]
-noun
1. Unintentional acts, resulting in making others feel
better emotionally
2. A euphoric feeling, occurring as if you have been
hugged and embraced without any physical contact
3. A virtual hug
Hug-Factor Timeout (HTO)
1. Asking for permission to communicate or interact
without Hug-Factor.
2. Must always be asked in a question format. It’s Personal…
We expect Team Members to be personally invested in each
3. Can only be used once per day. other…know your Team Members!!
“Leave them HIGH”
1. Always leave people feeling better than before you saw/spoke to them
2. Smile and make eye contact with everyone
3. We’re all busy, but it is important to take the time to stop and make interpersonal connections with team members, guests,
and customers
© 2010 SPARC | Proprietary and Confidential 38

39. SPARC – Guidance
Fall 2011
•Always start emails and chats with a •Anyone can attend any interview •Use language like “we” and “us” over
greeting “I” and “me”.
•Cell phones should be on vibrate
•Your Team Members are your first •Work from home one day a month
customers •Two bad days in a row are not allowed
•Use language like “Team Member”
•No Hushing or Shushing •Always leave a location in the best and “Talent” over “Employee” and
possible condition especially “Resource”.
•Give undivided attention conference rooms
•Respect EVERYONE as if they are a
•“Bitching Out” should NEVER happen •Don’t eat lunch at your desk customer
in front of others
•During project standups (updates), •Put value creation over risk mitigation
•Make eye contact and smile as much only give updates on the current project
as possible •Challenge corporate dogma
•Ask for permission before giving
•Use the most personal communication feedback • Give others the benefit of the doubt
available
•Listen for at least 2 minutes before • Don’t send email after 11pm
•Send a hand written thank you speaking
•Remove personal sarcasm • Make time to listen
• It’s not what you say, it’s how you say • Choose being kind over being right
© 2010 SPARC | Proprietary and Confidential 39

40. New Picture - John
SPARC Culture!
SPARC ENVIRONMENT
© 2010 SPARC | Proprietary and Confidential 40

41. Table Time
Table Time is meant to increase communication and
remove the barriers of continuously working
together.
1. Project people
- Should work at the tables each morning as appropriate.
2. Non project people
- Should work at the tables at least once a week.
3. Not project specific
- Build uncommon relationships Picture
© 2010 SPARC | Proprietary and Confidential 41

42. Everything Movable
Allow people to work where they want,
when they want and allow that to
change at any time.
1. Standing desks on wheels
- Engineers like to work standing up,
and in different locations
2. Rolling whiteboards
- Can you ever have enough whiteboards,
whiteboards on wheels, whiteboards per
team project
© 2010 SPARC | Proprietary and Confidential 42

43. Open, Fun Environment
• Make it fun
• Make it a place that
people want to be
• Make it open with
natural light and
casual seating
© 2010 SPARC | Proprietary and Confidential 43

44. And A Bunch More…
© 2010 SPARC | Proprietary and Confidential 44

45. New Picture - John
SPARC Culture!
SPARC AND AGILE
© 2010 SPARC | Proprietary and Confidential 45

46. Agile Manifesto
People and collaboration over process
- Focus on the people and their communication
Embrace change
- Expect and anticipate that change is going to happen, embrace it when it does
Add value quickly
- Develop the smallest piece of true value… iterate, extend and repeat
If it’s painful, hard or risky do it all the time
- Extreme Continuous Integration (CI)
- Extreme Continuous Deployment (CD)
- QA, End Users and DevOps involvement from day one
Self defined, empowered teams
- Trust and empower the team and hold them accountable
- Remove fear of failure
- Allow people to do what they love and do best
© 2010 SPARC | Proprietary and Confidential 46

47. SCRUM
Software development implementation of Agile
- Not perfect but good starting point, highly adopted
Defines structure, rituals and behaviors
- Structure = Roles, Sprint, Stories, Backlog…
- Rituals = Recurring meeting and objectives
- Behaviors = How we expect people to act
© 2010 SPARC | Proprietary and Confidential 47

48. SCRUM at SPARC
Extreme CI&D
- Auto build, test and deploy hourly
- Auto build, test, stabilize, verify and deploy nightly
- 100% code coverage and 0 violations
- Complete UAT per sprint
Functional based, mixed competencies teams
- Teams own functional areas
- 7 +/- 2 people… Dev, QA, BA…
- Dedicated SCRUM Masters
Agile requirements
- Product owners, 60% brainstorm -> prototype and requirements
- 80% second pass
- Iterative UAT
And a bunch more…
- Multi team co-location, Badge & Border less, DevOpps, 40 hour work week, Self assigned
stories
- Not afraid to make mistakes
© 2010 SPARC | Proprietary and Confidential 48

49. New Picture – John
2011 Ignite Your SPARC!
THINGS UNIQUE TO SPARC
© 2010 SPARC | Proprietary and Confidential 49

50. SPARC, We Are A Little Different
OK Maybe A Lot ….
• Strategy: People in our building
- We want our customers and partners in our building as much as possible
• Shadow day
- Transparency, have people shadow
- Candidates and have raw access to our
organization before joining SPARC
• Work from home
- Work from home at least one day a month
• Bring man’s best friend
- Dogs are allowed at work
• Unlimited vacation
- Two weeks of vacation your first year, unlimited vacation your second year… just work it out with
your manager
• Value based organization
- We value your contributions… not the hours at your desk
© 2010 SPARC | Proprietary and Confidential 50

51. SPARC, We Are A Little Different
OK Maybe A Lot ….
• Table Time
- Remove barriers by continuously working together
- Increase communication
- Project People (each morning)
- Non Project People (weekly)
• Beer
- Be responsible and accountable, taxi pass
• Create Your Own Title
- You can create your own title and be as
crazy as you like with it… i.e. Code Ninja
• Grill
- Bring your lunch or cook your lunch…. Use the corporate grill, chef’s hat required
• Buddy System
- A system to give you a friend as you join the organization
• Casual Dress Code
-Biz Casual, Casual, Super Casual
© 2010 SPARC | Proprietary and Confidential 51

52. Leadership Pairs
• No hierarchy
• No defined roles *Rotate per
sprint
• Complementary
Technical Lead
Operate as a unified
pair to team and
across teams
Technical Lead SHARED:
Developer
• Complete HR responsibility • Responsibility
• Monthly Check-Ins SCRUM • Accountability
Team
• 6 Month, Yearly Reviews • Leadership
© 2010 SPARC | Proprietary and Confidential 52

53. Project Integration Managers (PIM)
PIM support the SCRUM teams and prevent the
BS from affecting their team. “BS abstraction
layer”
• Cross team communication
• Facilitate communicate
across projects
and programs
• Prioritize, track
and ensure success
• Onboarding
• Offboarding © 2010 SPARC | Proprietary and Confidential 53

54. SPARC Recruiting / Interviewing
• People with passion
- No filling seats, find people with passion
- Not what can you do, but what do you want to do
• Evaluated on
1. Culture
2. Aptitude
3. Resume (in order)
• Write code
- Code writing problem (simple), with automated tests
• Shadow us for a day
- Come spend the day with SPARC with unfiltered access
• Single veto power
- Anyone can veto a candidate
© 2010 SPARC | Proprietary and Confidential 54

55. SPARC Culture Consolidation
• The right people, in the right spots
- Only hire people you want to work with and be around
- Find people’s passions
• Trust
- Trust people to do the right things… they will surprise you
• Empowerment
- Let people make decisions
• Communication
- Communicate as often as possible, from every direction, with sincerity
• Transparency
- Give people access, show them as much as possible
© 2010 SPARC | Proprietary and Confidential 55

56. New Picture
SPARC Culture!
A SOFTWARE DEVELOPMENT
CULTURE COMPLETE!
© 2010 SPARC | Proprietary and Confidential 56

57. :D
95% of my assets drive out the front gate every evening. It’s my job to bring them back.
– Jim Goodnight
GETTING STARTED
TIPS & ADVICE
:D © 2011 BreakTheEquation | Proprietary and Confidential 57

58. Tips on Getting Started :D
• Focus on culture from Day One
• Set Core Values and Company Guidance
• Hire people you want to work with, over people with
strong resumes…culture and aptitude over resume
• Be willing to challenge the dogma of traditional
corporate business
• Focus on value creation over risk mitigation
• Remove fear and add transparency
:D © 2011 BreakTheEquation | Proprietary and Confidential 58

59. Advice :D
• Not only set Core Values and Company Guidance, but
follow them… walk the walk
• Make people happy to come to work; employees are a
company’s greatest asset
• Excite (energize) customers EVERYONE! Welcome
them into your building; be transparent
• Make communication a top priority and always know
that it can be improved
:D © 2011 BreakTheEquation | Proprietary and Confidential 59

60. :D
Tony Hsieh’s distinct steps for creating Core Values
“Delivering Happiness: A Path to Profits, Passion, and Purpose” by Tony Hsieh
10 STEPS FOR DEVELOPING YOUR
COMPANY’S CORE VALUES
:D © 2011 BreakTheEquation | Proprietary and Confidential 60

61. 10 Steps to Creating Core Values :D
1. Decide if you’re committed to running a values-based
company
- Requires patience to lay a foundation
- Make decision sooner, rather than later
2. Figure out your personal values
- It’s harder than you think
- Be honest with yourself
3. Get key people’s values
- Partners, manager, and/or influencers
4. Combine people’s values
- No committees; just 1 or 2 people
5. Ask managers to test values against employees and
ex-employees
:D © 2011 BreakTheEquation | Proprietary and Confidential 61

62. 10 Steps to Creating Core Values :D
6. Test your commitment
- Are you willing to hire/fire people based on whether they fit your Core Values?
7. Send to entire company, and ask for feedback
8. Combine people’s values(again)
- No committees; just 1 or 2 people
- You can’t make everyone happy
9. Rollout Core Values to entire company
10. Integrate Core Values into everything you do
- Especially hiring, firing, and performance reviews
:D © 2011 BreakTheEquation | Proprietary and Confidential 62

63. Some Well-Known Core Values :D
• Google • Zappos
• Focus on the User and All Others Will Follow • Deliver WOW Through Service
• It’s Best to do One Thing Really, Really Well • Embrace and Drive Change
• Fast is Better Than Slow • Create Fun and a Little Weirdness
• Democracy on the Web Works • Be Adventurous, Creative, and Open-Minded
• You Don’t Need to be at Your Desk to Need an • Pursue Growth and Learning
Answer • Build Open and Honest Relationships with
• You Can Make Money Without Doing Evil Communication
• There’s Always More Information Out There • Build a Positive Team and Family Spirit
• The Need for Information Crosses All Borders • Do More with Less
• You Can be Serious Without a Suit • Be Passionate and Determined
• Great Just Isn’t Good Enough • Be Humble
• Disney • IBM
• Innovation • Dedication to Every Client’s Success
• Quality • Innovation that Matters, for Our Company and
• Community the Word
• Storytelling • Trust and Personal Responsibility in all
• Optimism Relationships
• Decency
:D © 2011 BreakTheEquation | Proprietary and Confidential 63

64. Resources :D
• Books
- “Delivering Happiness: A Path to Profits, Passion, and Purpose” by Tony Hsieh
- “Tribal Leadership” by Dave Logan, John King, and Halee Fischer-Wright
- “The Great Workplace” by Michael Burchell and Jennifer Robin
- “Make Their Day: Employee Recognition that Works” by Cindy Ventrice
• Links
NetFlix culture : http://www.businessinsider.com/netflix-culture-management-presentation-2011-7#-1
Best Buy smashing the clock : http://www.businessweek.com/magazine/content/06_50/b4013001.htm
Google culture : http://computer.howstuffworks.com/internet/basics/google6.htm
Zappos insights : http://www.zapposinsights.com/main/
:D © 2011 BreakTheEquation | Proprietary and Confidential 64

65. Q & A …Culture in Action :D
Culture, The Ultimate
Competitive Advantage
John E. Smith
BreakTheEquation : www.breaktheequation.com
john.smith@breaktheequation.com
Come see Culture in Action
SPARC tours held daily, please email
sparcguestmeetings@sparcedge.com
to arrange a time to visit
:D © 2011 BreakTheEquation | Proprietary and Confidential 65