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    Group 9 - Section D - Tony at Zappos

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    Santosh Mishra
    Group 9 presents information on Zappos' transition to a holacratic organizational structure in 2013 and the challenges that followed. Key points: - 14% of employees left after implementing holacracy, including 20% of technology staff, threatening a major project. - The transition was not fast enough and faced substantial scrutiny. - Zappos previously had a dynamic, customer-centric culture that emphasized work-life balance. - Under holacracy, divisions are led by "Lead Links" and have flexible, self-governing structures based on tasks rather than hierarchy. - Challenges include the need for employees to research salaries themselves and take more responsibility without managers to delegate

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    Group 9 - Section D - Tony at Zappos

    Uploaded by

    Santosh Mishra
    28 views11 pages
    Group 9 presents information on Zappos' transition to a holacratic organizational structure in 2013 and the challenges that followed. Key points: - 14% of employees left after implementing holacracy, including 20% of technology staff, threatening a major project. - The transition was not fast enough and faced substantial scrutiny. - Zappos previously had a dynamic, customer-centric culture that emphasized work-life balance. - Under holacracy, divisions are led by "Lead Links" and have flexible, self-governing structures based on tasks rather than hierarchy. - Challenges include the need for employees to research salaries themselves and take more responsibility without managers to delegate

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    Group 9 presents information on Zappos' transition to a holacratic organizational structure in 2013 and the challenges that followed. Key points: - 14% of employees left after implementing holacracy, including 20% of technology staff, threatening a major project. - The transition was not fast enough and faced substantial scrutiny. - Zappos previously had a dynamic, customer-centric culture that emphasized work-life balance. - Under holacracy, divisions are led by "Lead Links" and have flexible, self-governing structures based on tasks rather than hierarchy. - Challenges include the need for employees to research salaries themselves and take more responsibility without managers to delegate

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Flag for inappropriate content
    Download as pptx, pdf, or txt
    28 views11 pages

    Group 9 - Section D - Tony at Zappos

    Uploaded by

    Santosh Mishra
    Group 9 presents information on Zappos' transition to a holacratic organizational structure in 2013 and the challenges that followed. Key points: - 14% of employees left after implementing holacracy, including 20% of technology staff, threatening a major project. - The transition was not fast enough and faced substantial scrutiny. - Zappos previously had a dynamic, customer-centric culture that emphasized work-life balance. - Under holacracy, divisions are led by "Lead Links" and have flexible, self-governing structures based on tasks rather than hierarchy. - Challenges include the need for employees to research salaries themselves and take more responsibility without managers to delegate

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
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    Download as pptx, pdf, or txt
    of 11

    Group 9

    Santosh Mishra (10228)


    Shweta Kumari (10232)
    Srishti Singh (10236)
    Tanay Loya (10240)
    Chirag Ved (10244)
    Timeline
    2015- March- Company
    wide mail of removal of
    all previous titles and all
    2009- Zappos acquired by people managers by may
    Amazon at $ 1.2 billion 1st

    2013- Zappos to adopt a


    new organizational form
    known as holocracy

    2
    Main Problem

    After the implementation of the Holocracy principle around 14% people left the company out of 1443

    20% of the 210 persons leaving are from the technology background

    Threat to the timely completion of the “Super Cloud” project mandatory for Amazon Platform

    Substantial scrutiny after the sudden move to holocracy principle

    Transition was not fast enough

    Focus on profitabilit
    3
    Company Culture
    Dynamic organizational culture

    Fortune’s best places to work

    Customer centric strategy on “WOWing customer”

    Favoured work life balance

    Brand and culture are two sides of same coin

    Open culture for visitors to visit 16 time a week

    Tony’s book “ Delivering Happiness” was NYT best seller for 27 weeks 4
    Customer Centric Vendor Management
    Approach Strategy
    Free next day delivery for the repeat Calls answered on single day
    customers

    Diverged from industry norms


    365- days free return policy

    Golf play every Friday


    Creating customer loyalty through the
    WOW experience Zappos employee to receive them at airport
    Developing personal emotional when they visit
    connections over upsaling in Extranet to have complete visibility on sales
    conversations
    and merchandising metrics
    5
    Recruitment process

    Creative task with two rounds of interview

    First step to be call centre reps

    Only people who believe in Long term vision

    Entry level could become Senior manager in 5-7 years

    Summer internship to college and school students

    6
    Holocracy
    Flexible self-governing structure

    Structure based on project and tasks rather than the hierarchy

    Full use of skills, collaborate effectively and elimination of bureaucracy and bottlenecks

    Zappos to function like a city

    3 years long term plan

    7
    Structure and Challenges
    Divisions

    Lead Link – Mentors-


    Compensation
    Guiding the Employee growth
    appraisers- Salary
    specific works and development

    Challenges
    Own research about salaries
    With great freedom comes great responsibility
    No longer throw problems at others
    Skill set upgradation
    8
    Cultural Profile
    Organization Focused on Organization Feels like Total
    Collaboration and Mutual A big Family - 5 Caring -10
    trust - 5
    Compassion and tolerance -4 An idealistic community or Purpose- 9
    cause-5
    Exploration and creativity- 5 A dynamic Project- 5 Learning - 10
    Fun and Excitement -5 A celebration- 5 Enjoyment - 10
    Achievement and winning - 3 A meritocracy- 3 Results - 6
    Strength and Boldness-3 Competitive arena-3 Authority-6
    Planning and Caution -3 A meticulously planned Safety -5
    execution -2
    Structure and Stability -3 A smooth running machine-2 Order -5 9
    Recommendations
    To provide WOW service, it’s important that every employee understands our customers’ needs, and has the ability
    to improve the customer experience whenever possible.

    Keep Focus on the customer service

    Holocracy to be implemented but skillset need to be improved

    Keep maintaining the culture for employees and vendors

    Improve the process to improv the financials


    People understand exactly what is expected of them and then have the ability to do what they think is best to
    get that done
    You get faster and more creative decisions that improve customer satisfaction.

    10
    Thank you

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