Richard Bran­son

The HR Digest - - Success Story -

Richard Bran­son’s cor­po­rate phi­los­o­phy that “Peo­ple are our great­est as­set,” was not just made to im­press the work­force. He is of the opin­ion that em­ploy­ees should be given top-pri­or­ity. And thus, he has cre­ated a non-hi­er­ar­chi­cal, egal­i­tar­ian, fam­i­ly­like cul­ture in all of com­pa­nies, an en­vi­ron­ment in which peo­ple like to work and com­ing to work. A cen­tral point of the cor­po­rate phi­los­o­phy is that Bran­son likes to pre­serve the en­tre­pre­neur­ial in­tegrity within Vir­gin. If you fail to mo­ti­vate your peo­ple, you can­not get through bad times. If your em­ploy­ees are happy and en­joy­ing their work, they will stay pro­duc­tive. Con­se­quently, the cus­tomers will en­joy their ex­pe­ri­ence with your com­pany.

The Vir­gin Group’s core busi­nesses in­clude re­tail op­er­a­tions, ho­tels, com­mu­ni­ca­tions and an uber­suc­cess­ful air­line. His flag­ship com­pany, Vir­gin At­lantic Air­ways, has reg­u­lar flights to New York, San Fran­cisco, Los An­ge­les, Tokyo, Hong Kong, and Dublin. In many ways, Richard Bran­son has de­signed a com­pany for the 21st cen­tury. What can we learn from Bran­son and his ac­tions as an or­ga­ni­za­tional ar­chi­tect?

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