DEVELOP ONE CORE

Corporate.  [kawr-per-it].  Adjective – pertaining to a united group.

A key insight from the exemplars in Drive One Direction is that they created alignment at the corporate level.  They developed a big unifying idea that was part of their inner core.

That is why we coined the term, “COREporate.”

The things in your company’s core are essential, central, and fundamental to your success. 

You literally have One and Only One for the entire company, and it is absolutely, positively, nonnegotiably the same everywhere. 

No other divisions, departments, geographies, or functions can have one.  There One for the entire company.

For example, your company might have One and Only One COREporate Tagline.  Or One and Only One COREporate Mission Statement.  Or One and Only One COREporate Code of Conduct.

For example, GEICO has One Tagline.  Tesla has One Mission Statement.  Netflix has One Code of Conduct.  Danaher has One Business System.  Cirque du Soleil has Just One 101.

In most cases, these items are exactly the same everywhere.  In some cases, they are essentially the same.  (For example, your employee handbook might be translated into other languages.)

You might think this is obvious, but many organizations will handle this differently.

For example, you might think it is obvious that a company should have One and Only One Mission Statement.  But we have worked with organizations where every department had their own mission statement, none of which were linked in any way to the corporate mission statement.

But surely, every company has One and Only One List of core values.  Nope.

So, your company must decide.  What are the critical COREporate components that must be absolutely, positively, nonnegotiably the same everywhere. 

Codifying these items with unmistakable clarity will indeed unleash the accelerating power of alignment for your company.

Making something a One and Only One COREporate standard is simple to understand, highly effective, very efficient, and very easy to enforce.

Of course, it can also be perceived as too centralized and too controlling.  Sometimes, “one size does not fit all.”

One Vision might not fit all business units.  One Expense Policy might not be fair to all locations.  The fashionistas might rebel against having One Dress Code.

Practically speaking, the corporate executive team must decide what is COREporate.  

While I don’t care for the phase “top down,” the COREporate items do indeed cascade “from the top.”

Like fitness training, developing a strong core is not a once-and-done exercise.  You don’t develop a six-pack because you did some sit-ups three years ago. 

Likewise, companies don’t develop strong cores because they printed some core values posters three years ago.

If you have a strong core, you don’t need endless management meetings and task forces.  That unleashes the accelerating power of alignment. 

If you have a strong core, you can simply empower everyone to do the right thing.  That unleashes the accelerating power of alignment. 

The stronger your core, the faster your company.

Fewer meetings.  Fewer conflicts.  More fun.


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