Both GE and Southwest created strategies that surrounded and stayed true to their core values and mission, low fares / high customer service (Southwest) and innovation (GE). This approach is what I believe is strategy within itself, one that has been proved to be successful.
This is an important realization given the importance of choosing what your organization values as its fundamental values. Until our readings, I did not realize how important it was for everyone in the organization to embody and fully exemplify the organization’s core values. For instance, when Southwest Airlines selected its employees they looked beyond the common expectations for those that are just “customer service oriented” but more for an inclusive approach for those that can work well with customers and their fellow employees. Southwest knew that maintaining this recruitment ideology would be essential to their larger value of low air fare and high customer service experience. Though I have never travelled with Southwest Airlines , I have had multiple friends that did. From each of their stories they have proved what our case tells us about the value of customer experience. I have even had one friend that lived in Philadelphia during Southwest’s first flights to the Philadelphia airport. From their low prices and frequent flight availability, my friend became part of the loyalty program where she was able to accrue free flights, when traveling from Philadelphia my friend has only travelled with Southwest airlines.
Taking this a step further, I began to think more about the value statements and value strategies for the organization for which I am a part of. It was then I began to realize how important it is for the values of the organization to be constantly communicated to everyone involved in the organization. Being a part of student and young professional organizations, I began to see that this is not always the case, values are sometimes muddled with performance expectations without any real linkage to the core mission or value statement, and communication of what truly is “valued” is not always realized or exemplified in the organization’s legacy. On the other hand, I have been a part of a few organizations that would uphold its values in every decision. For one organization that I was a part of the mission and values were written on the watermark so it was visible on every piece of formal correspondence and even in email signatures. At meetings the mission of the organization was recited before the meeting began. What an organization deems as important is truly something that needs to be constantly adaptable. For instance, the value of innovation needs to adapt to the market needs as well as the culture needs of the society, thus the lack of value importance in the organizations I was a part of us has severely affected our decision making and even our performance in recruitment and event planning.