Gore's Management Approach: A Unique System of Lattice Structure

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Executive Summary
Bill Gore developed one of the sophisticated forms of management where all employees
were equally important the same, and the issue of title and rank was overlooked. People were
responsible for selecting their leaders, and new employees were assigned a sponsor to acquaint
them with the way business was conducted at Gore. Innovation and creativity were highly
encouraged at Gore, and this has led to the development of products that have revolutionized
lives.

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Table of Contents
1.0 Introduction...........................................................................................................................................4
2.0 Distinctive features of Gore’s management.......................................................................................4
3.0 Consistent Management approach.....................................................................................................7
4.0 Advantages and Disadvantages of Gore’s approach.........................................................................9
5.0 Transferability of Gore approach....................................................................................................11
6.0 Conclusion...........................................................................................................................................12
References.................................................................................................................................................13

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1.0 Introduction
The Gores began from an ordinary basement office and expanded into a distinct
production unit in Newark considered to be one of the hometowns in Delaware. Initially, the
company reported dwindling sales following the launch of the first product. However, after
seven years of establishment, the company employed close to 200 people (Grant, 2016). It is
during this time that Gore began to adopt and initiate some of the management systems that were
uniquely coupled with a company philosophy that would be recognized by employees. Gore
began to acknowledge the fact that with the growth of the company, efficiency and productivity
also began to decline. Thus, he required a different management structure. However, he feared
that the pyramid management structure that had become popular and fashionable at the time
impeded creativity and innovation, which he highly valued. As opposed to using the pyramid
structure, Gore invented his system.
2.0 Distinctive features of Gore’s management.
It is during the world war II while on duty at DuPont that Gore came to learn of a
different kind of organizational framework known as the lattice system. The lattice system was
created to facilitate the ingenuity and the general performance of a team working towards
achieving a common goal. The lattice prioritized on communication and cooperation as opposed
to the hierarchy of authority. Under the lattice system adopted by Gore, any employee could
decide provided such decision remained fair, supported others and made engagements to the
company. A consultation was only engaged in decisions that were deemed to cause severe
damage to the company. New associates joined the company and had the same authority as any
other employees that had joined Gore earlier. Gore also did not encourage the use of titles and
bosses and had only a few exemptions and commands been substituted with individual
commitments.