Let Me CAll you Sweetheart aka Kibbutz Capitalism

Wednesday, March 29, 2006

Let Me CAll you Sweetheart aka Kibbutz Capitalism

The headline reads: The Best Company to Work for in the World-Period. Featured in this month's issue of The American Way, the magazine for American Airlines, this article will make you smile, create job envy, inspire you, and confirm and reconfirm that in order to have a successful company you do not have to operate as "business as usual."

This is the story of Motek( it means sweetheart in Hebrew) , a software company in Beverly Hills. It's founder and CEO is Ann S. Price. The article begins with a scene where Price is scolding her Marketing Director for taking a three week vacation to Europe. Price wanted her to take five weeks.

“I have had many talks with Amanda about why she isn’t taking five weeks off,” Price says. “It’s impossible to function at maximum productivity without at least a month away.”

Is this a PR stunt or the latest business-management gimmick? Hardly. Price offers her employees a $5,000-a-year travel benefit — for flights, tours, cruises, you name it — but only if they take at least a three-week paid vacation. She gives employees another two weeks off for paid holidays throughout the year and leases luxury automobiles for any employee who has worked at the company for at least 10 years. Then there’s the fact that Price sends employees home at five p.m. sans laptop and locks the doors on the weekend.

Motek's main product is Priya a warehouse automation software that is used by companies including General Electric, Heinz and ConAgra.Observers say Motek's success is not just based on its product but on its processes.

But it’s Motek’s business processes and how it interacts with customers that set the firm apart. Price’s business philosophy — which has been dubbed “kibbutz capitalism” — is enough to make most executives squirm. For starters, everyone at Motek — from executives to the receptionist — knows how much everyone else earns, and they can view the firm’s balance sheet at any time. In fact, Price makes sure that they understand how to understand corporate finances. Employees also vote on strategic decisions, including raises. “By sharing data, we share power,” Price explains.

It’s no idle rhetoric. Consider that every Motek employee has a designated backup available to provide cover while they’re out of the office. The only requirement is to check with the backup to make sure he or she is around before the employee leaves. This, says Price, ensures that “we’re focused on the process rather than on the person.” Employees also know when an employee isn’t able to keep up with the workload. The result? Price offers a financial reward to employees who ask for help in order to stay on schedule. “The goal is to get the work done, not establish a star system,” she says.

This article is so motivating that I want to just copy and paste the whole thing. Most of all, I want to print it out and keep it as a reminder to myself that the status quo doesn't have to be.

Posted at 08:26 AM in Business Culture/Trends, Careers, Culture, Customer Service, Employment, Jobs, Technology, Women's Issues, Work | Permalink

Comments

“I have had many talks with Amanda about why she isn’t taking five weeks off,” Price says. “It’s impossible to function at maximum productivity without at least a month away.”

Is this a PR stunt or the latest business-management gimmick? Hardly. Price offers her employees a $5,000-a-year travel benefit — for flights, tours, cruises, you name it — but only if they take at least a three-week paid vacation. She gives employees another two weeks off for paid holidays throughout the year and leases luxury automobiles for any employee who has worked at the company for at least 10 years. Then there’s the fact that Price sends employees home at five p.m. sans laptop and locks the doors on the weekend.

But it’s Motek’s business processes and how it interacts with customers that set the firm apart. Price’s business philosophy — which has been dubbed “kibbutz capitalism” — is enough to make most executives squirm. For starters, everyone at Motek — from executives to the receptionist — knows how much everyone else earns, and they can view the firm’s balance sheet at any time. In fact, Price makes sure that they understand how to understand corporate finances. Employees also vote on strategic decisions, including raises. “By sharing data, we share power,” Price explains.

It’s no idle rhetoric. Consider that every Motek employee has a designated backup available to provide cover while they’re out of the office. The only requirement is to check with the backup to make sure he or she is around before the employee leaves. This, says Price, ensures that “we’re focused on the process rather than on the person.” Employees also know when an employee isn’t able to keep up with the workload. The result? Price offers a financial reward to employees who ask for help in order to stay on schedule. “The goal is to get the work done, not establish a star system,” she says.

This article is so motivating that I want to just copy and paste the whole thing. Most of all, I want to print it out and keep it as a reminder to myself that the status quo doesn't have to be.