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Abstract
Google, the company 'Fortune' magazine recently identified as the best place to work in the US, offers an inspiring example of management practices that engage employee and customer owners to help create the value that both groups desire. But Google, like so many other companies, faces the challenge of how to lock in this success. According to the authors, the key to overcoming this challenge is a relentless focus on innovating and improving the processes that sustain employee and customer ownership. This chapter is excerpted from ‘The Ownership Quotient: Putting the Service Profit Chain to Work for Unbeatable Competitive Advantage'.
Chapter from: "The Ownership Quotient: Putting the Service Profit Chain to Work for Unbeatable Competitive Advantage"
Published by:
Harvard Business Publishing
Length: 28 pages
About
Abstract
Google, the company 'Fortune' magazine recently identified as the best place to work in the US, offers an inspiring example of management practices that engage employee and customer owners to help create the value that both groups desire. But Google, like so many other companies, faces the challenge of how to lock in this success. According to the authors, the key to overcoming this challenge is a relentless focus on innovating and improving the processes that sustain employee and customer ownership. This chapter is excerpted from ‘The Ownership Quotient: Putting the Service Profit Chain to Work for Unbeatable Competitive Advantage'.
Related
Chapter from: "The Ownership Quotient: Putting the Service Profit Chain to Work for Unbeatable Competitive Advantage"
Published by:
Harvard Business Publishing
Length: 28 pages