The Unconventional Success of W.L. Gore & Associates

Unconventional FTW

W.L. Gore & Associates, manufacturers of Gore-Tex fabrics and other innovative products, is a remarkably successful company that takes an unconventional approach to business. Founded in 1958 by Bill and Vieve Gore in Newark, Delaware, Gore has grown into a multinational corporation with over £2.5 billion in annual sales. However, what makes Gore stand out is its unique organisational structure and culture.

#NoManagement For Reals

Gore does not have traditional corporate hierarchies or chains of command. There are no assigned job titles or positions like president, manager, or supervisor. Instead, associates (as employees are called) become “sponsors” of new ideas and projects that align with Gore’s overall values. Interested associates join these product teams and small task groups. Leaders emerge based on knowledge and skill, not title or seniority. Every associate has the freedom to share ideas and participate in decision making. Compensation and advancement are based on teamwork and personal contribution.

Empowerment

This lack of formal structure, known as a “lattice organisation,” promotes creativity, flexibility, and collaboration at Gore. Without bosses hovering over them, associates feel empowered to develop new products that could become Gore’s next big innovations. The lattice fosters talent growth from within, as associates get chances to demonstrate leadership. With small task teams, issues can be solved quickly. Direct communication between all levels leads to better ideas and decisions.

Remarkably, this organisational model works very well for a £2.5 billion company. Gore has a talent retention rate of over 97 per cent and regularly ranks among Fortune’s 100 Best Companies to Work For. Their products are very successful—Gore-Tex, for example, is one of the best-known waterproof fabric brands globally.

While unconventional, Gore’s lattice structure and egalitarian culture clearly cultivate high employee engagement, innovation, quality, and bottom-line results. The successes of this unique organisation serve as an inspiration that could change how more companies think about “standard” management practices. Perhaps some of Gore’s approaches are worth adopting elsewhere, and with outstanding results.