Excerpted from Collins, J.C. and Porras, J.I.
Built to Last: Successful
Habits of Visionary Companies. New York: Harper Collins, 1994.
Internal "universities" and training centers
On-the-job socialization by peers and immediate supervisors
Rigorous up-through-the-ranks policies – hiring young, promoting from within, shaping mindsets from a young age
Exposure to a pervasive mythology of "heroic deeds" and corporate exemplars
Unique language and terminology that reinforce a frame of reference and a sense of belonging to a special, elite group
Corporate songs, cheers, affirmations, or pledges that reinforce psychological commitment
Tight screening processes, during hiring or the first few years
Incentive and advancement criteria explicitly linked to fit with the corporate ideology. Financial "buy-in" mechanisms
Awards, contests, and public recognition for those displaying effort consistent with the ideology.
Tolerance for honest mistakes that do not breach the company’s ideology. Severe penalties or termination for breaching the ideology
Celebrations that reinforce successes, belongingness, specialness
Plant and office layout that reinforces norms and ideals
Constant verbal and written emphasis on corporate values, heritage, and the sense of being part of something special