Gore’s products include everything from consumer items—such as ELIXIR® guitar strings and GORE-TEX® fabrics—to medical implants and toxin-destroying filters. The company fosters innovation through a unique culture that relies on teamwork and direct communication rather than chains of command.
What you should know
Gore creates an environment of shared ownership, where Associates challenge themselves to make choices that will contribute toward their enterprise’s long-term success. Autonomy, accountability, and the pursuit of continuous growth in various ways are some characteristics that define the company and its people.
How does Gore keep associates informed about progress toward Enterprise Strategic Objectives? Look no further than the Dashboard. An engaging and informative internal platform, the Dashboard publishes examples and stories of objectives in action, complete with photos and videos to amp up the visual appeal. The goal of the Dashboard is to connect associates with how their daily work impacts the success of the organization as a whole – and do it in a fun way.
Gore doesn’t just connect associates with stories on strategic objectives, but it cultivates a culture where people can develop themselves professionally and nurture their careers. One associate explains, "Gore's focus on individual development and creativity is deeper than any vision or mission statement. When I communicated my desire to develop into some specific areas, I was astonished at how quickly I was able to move and contribute to a different project. The sense of growing and taking reasonable risks has helped me feel a great sense of satisfaction."
Employee growth, risk-taking, and development help foster a culture of innovation, and the company knows that innovation is key to staying a step ahead of the competition. One way Gore creates opportunities for innovation and growth is through the Get to Yes initiative, which was implemented to address "innovation friction," or obstacles that can slow down the innovation process. Bob Gore articulates the hazards of innovation friction: "Innovation is activity. It’s movement. It’s hustle. It’s enthusiasm. It’s actually doing things substantially with your hands. Anything that interferes with that, anything that cuts the speed at which you do things, destroys innovation."
Innovators at Gore are encouraged to express their concerns around friction points to keep things moving in an onward-and-upward trajectory. Get to Yes is geared toward helping to identify and rectify these friction points by allowing associates to quickly develop alternative solutions tailored to innovation needs.
Find out about open job opportunities at Gore on its career page.
World's Best Rank
How employees feel
I am able to take time off from work when I think it's necessary.
People are encouraged to balance their work life and their personal life.
I believe management would lay people off only as a last resort.