Tony Hsieh at Zappos Structure Culture Change Noah Askin Gianpiero Petriglieri 2016
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Zappos, a leading online shoe retailer, has a culture that is not only highly collaborative and empathetic to employees, but also reflects the company’s mission to change the way the world shoes. In this section of the case study, we discuss the Zappos structure and culture change process, including the role of leadership, employee engagement, and employee experience. Zappos Culture and Mission: The Zappos mission is to provide customers with the highest levels of service, quality, and value possible. The company believes in
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I am so pleased to have the opportunity to write this amazing case study on Tony Hsieh at Zappos, which is a business that is widely known for its outstanding culture change. In the world of business, culture change is a crucial factor in ensuring the long-term success of a company. This case study is a remarkable example of Tony Hsieh’s commitment to this principle, and I believe that it is worth studying in detail. Hsieh is the founder and CEO of Zappos, a successful
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“Noah Askin’s work at Zappos, particularly on cultural change, seems like a rare gem. He has made some remarkable suggestions, particularly about the importance of culture in structuring effective change. The company has made a big improvement in recent years, but I was struck by how much progress has been made without any centralized control or centralized decision-making process. This case study provides a great case for the value of a shared vision, but also for the value of a shared culture that encourages openness, transparency, and innovation. Tony Hs
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Tony Hsieh’s strategy for building a great culture at Zappos is “structure” (“the things that make things happen, not just how they happen”). The “how” and the “why” were clear and the ‘why’ was also very simple, but the ‘how’ took time to establish. Hsieh’s vision of a great culture included (for a long time) two types of leaders: 1. Going Here The “Leaders of the Future” who would take the Zappos culture to the next level. “
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It was a hot summer evening in 2010 at a cozy, dimly lit bar on the West Coast. I’d just started as CEO of Zappos, a high-end online shoe and clothing retailer that my friend Andy had joined four years before as COO. We were celebrating Zappos’s first birthday by throwing a party, and I’d invited a dozen of my closest friends and Zappos’s new executive board members. We were all dressed in casual shirts and jeans, but
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I recently read the book The Seven Habits of Highly Successful People by Stephen Covey. This book is a classic in self-help, but in addition, I found it very helpful when working through the challenges that Zappos has faced during its transformation. Zappos is a customer service powerhouse. The website is so popular that its homepage has been recognized as the most visited page on the internet. I decided to read Zappos’s story and their transformation story, focusing on the 7 habits that they had developed as a result of their
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When Zappos’ CEO Tony Hsieh first came on the scene, I saw right away that he had figured out how to get results from his culture. To the best of my recollection, the only time I saw this in other businesses was when companies were running large, high-performing companies. When he came, he transformed his company from a low-performing company to a high-performing one. In the process, Hsieh took the company culture from one of the most toxic in the industry to one of the most
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One of my favorite businesses to visit was Zappos. I was in Austin, Texas. The name “Zappos” is a blend of a New Orleans song that’s my dad’s favorite. This is a place where people work hard to care about customers, who’s really the owner of the business. Go Here There was a group of people working in a “factory”-like structure. In fact, that was a great metaphor for the culture at Zappos. Customers are Zappos’ factory. Everybody from the top