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POWER OF THE INDIVIDUAL: Small Groups Big Ideas: Part 1 of 2; Manufacturer W.L. Gore maintains its tradition of employee equality and independence even as it adopts more formal practices to manage it growing global workforce.

Article Excerpt
Byline: Patrick J. Kiger

W.L. Gore believes its egalitarian workforce philosophy-no titles, workers collaborating in small teams-fuels creativity and innovation. But as global expansion raises the need for more formalized practices, can the company maintain that ideal?

At manufacturing company W.L. Gore & Associates, the unconventional workplace culture has become nearly as legendary as the company's weather-resistant Gore-Tex synthetic fabric is ubiquitous.

There is the story of the employee who told company founder Bill Gore that she had to attend an outside meeting where hosts would expect her to have a job title-a custom banished by Gore, who believed that such distinctions stifled freedom, communication and creativity. He jokingly suggested that she call herself "supreme commander.'' The employee reportedly liked it so much she had business cards printed with that inscription.

Over the years, the Newark, Delaware, manufacturer has grabbed the lead in numerous markets through technological breakthroughs. That strategy has been facilitated in large part by Gore's unorthodox workforce management practices, such as a "flat lattice'' organizational structure by which the company strives to encourage creativity.

"We work hard at maximizing individual potential, maintaining an emphasis on product integrity and cultivating...

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