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Case Analysis By Team Bolt
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This report seeks to conduct a critical analysis of W.L. Gore Associates; looking specifically at their global strategy, global organizational structure, leadership and their human resource practices.
The case examines issues related to strategy development, innovation and how W.L. Gore & Associates has achieved sustained competitive advantage. The report also examines Gore's organizational structure and culture, and how these values are developed and transmitted to their associates. This report notes the accolades that this corporation has received along with the various milestones achieved (see Appendix 1). The report analyses the critical success factors at W.L. Gore & Associates through the use of a combination of tools, and delves further in the corporation's Strengths, Weaknesses, Opportunities and Threats.
The report also determined the framework and coordination strategies used by W.L. Gore & Associates in their move from operating locally to regionally then globally. The report also analyses Gore's value proposition and their strategy to achieving competitive advantage through their value chain. The review also gives mention to the best practices in the case and makes the relevant linkages to current literature.
Case Overview
W.L. Gore & Associates was founded in 1958 by Wilbert L. (Bill) and his wife Genevieve (Vieve) Gore and manufactures a wide range of products namely high performance fabrics, medical products and next generation electronic products. Renowned for its performance outwear fabrics and its employee centric culture, W L Gore & Associates has thrived forward over the years to be one of the most acclaimed companies both globally. Gore's products are sold on six continents and used on all seven continents, as well as under the ocean and in space. Table 1.1 below gives us a graphical representation of W.L. Gore & Associates timeline and some of their milestones given the information from the case study:
W. L. Gore's organizational structure and culture
"the objective of the company set forth by the founder wilbert l. (bill) gore was "to make money and have fun"]
The organizational culture at Gore can be described as an egalitarian one with no clearly defined roles and job titles, with the objective set by its founder being "to make money and have fun". Gore's culture is characterized by self empowered cross functional teams who coordinate and communicate their activities across different units, regions and divisions. According to the case W.L. Gore "strove to maintain a family-like, entrepreneurial culture.
Therefore it can be argued that Gore pays particular attention to Maslow's universal hierarchy of needs (see figure 1.1 below) to ensure that their employees are adequately motivated to perform their duties.
Loyalty and commitment is engrained in the culture at Gore which is evidenced not only because of the many awards they have received but also in the length of time that associates are employed with the company. Notably, W.L. Gore has had just four presidents in its 50 year history; with one of their presidents Terry Hill having previously been a longtime associate of 22 years.
Gore's culture is a by-product of people, its processes and its organizational structure. In the following section we will look at the organizational structure at Gore and its impact of their culture. (See Appendix 2 for a brief description Gore's culture).
Gore's organizational structure can be described as decentralized and informal, with its objective being "to make money and have fun". Gore is an organic organization with a low degree of formalization. The structure can be defined as "flat", with decentralized decision making through virtual teams in a terminology coined a "lattice" structure.
"A lattice organization is one that involves direct transactions, self-commitment, natural leadership, and lacks assigned or assumed authority. . . Every successful organization has a lattice organization that underlies the façade of authoritarian hierarchy. It is through these lattice organizations that things get done, and most of us delight in going around the formal procedures and doing things the straightforward and easy way"
-Bill Gore
The Lattice architecture divests itself from the managerial and executive ladder like hierarchy which typifies most organizations. There is no fixed or assigned authority, and every individual in the organization is connected to everyone else. Lines of communication are direct- person to person, team to team so that Information can flow freely unfiltered by an intermediary.
"The simplicity and order of an authoritarian organization make it an almost irresistible temptation. Yet it is counter to the principles of individual freedom and smothers the creative growth of man. Freedom requires orderly restraint. The restraints imposed by the need for cooperation are minimized with a lattice organization." -Bill GoreIn such a structure one may ask where does discipline and direction come from? Gore's core belief is in empowering the individual and building self powered teams which can operate and make decisions without the bureaucracy. Guidance is given by sponsors and leaders who help the associate to find a good fit between his or her skills and the needs of the particular team operating on the general idea that Associates needed to be mentored and supported rather than bossed around. The associates are free to go to whichever leader or sponsor who can assist them in their particular task. The employees are given the uniform title of Associates so no authority is denoted and the individual and team tasks and functions are organized through their commitment to contributions not as a result of orders dictated management.
W. L. Gore's global organizational design
As noted earlier Gore had a well diversified portfolio of products and services that spanned the globe. As identified from the case; Gore was divided in four divisions these being Electronic Product Division (EPD), Medical Products Division (MPD), Industrial Products Division (IPD) and Fabrics Division (FD). Gore has taken their lattice framework and has mirrored this in their global operations. The Global organization structure is designed as a transnational model; represented in Figure 1.2. We see from the diagram that each division is interdependent with characteristics of the seven key features of transnational design (Phlippe Lasserre 3rd Edition pg 91-92). See table 1.2 pages 8 which relate the seven features of the transnational model to the structure, processes and culture at Gore along with the related case facts. In this model the company is divided into business divisions, each in charge of a product line. However the focus is not on organizational structure but on management processes and culture. Each division and each subsidiary communicates and coordinates to ensure knowledge sharing, innovation and continued growth. (To access the list of Gore's Subsidiaries see Appendix 3.)
Seven Key Features of Transnational Design
Case Facts
Reciprocal dependencies
Structure - network type set-up
Processes - team based work ethic
Culture - the individual /self is not primarily the focus. But instead the group
C 391, para 4
Non-dominant dimension
Structure - egalitarian leadership style, flat structure
Processes - all employees in various departments are of similar importance to the firm
Culture - Freedom and fairness
Operating systems
Structure - Responsibility of R & D is left to employees/associates
Processes - patents and proprietary knowledge of high value
Culture - learning organization
Interpersonal relationships
Structure - Informal, decentralized authority
Processes - encouragement and coaching between both senior and new employees
Culture - easy communication at different "levels" within the organization
Inter-unit decision forums
Structure - Balance between Central Integration and Local Autonomy, integration of value chain
Processes - active participation of global and functional managers in operations of subsidiaries
Culture - Sharing and negotiating culture
Strong corporate values
Structure - Shared values between global teams
Processes - people and team orientation
Culture - high quality, high ethical values
Structure - Shared values between global teams
Processes - freedom to communicate, share ideas and respond to changes and improve
Culture - minimal emphasis on superior - subordinate distinctions
Table 1.2 - Characteristics of transnational design at Gore
Based on its continual performed well (overall) and has made it to the Forbes listing of the "100 Best Companies To Work For" which means that they have been doing most , if not all, things the way in which a company that wants to be successful must do. In performing a SWOT analysis of Gore, we examine the detailed aspects of what has contributed to its successes thus far and what may cause the organization to retool some of its business practices and processes.
The SWOT analysis looks at the company's resource strengths and weaknesses and its external opportunities and threats and gives a snapshot of the current status of the organization and gives insight into how they develop their strategies [1] . Figure *** below shows the main focus of the analysis.
Figure *** - Gore's SWOT MatrixC:\Users\Kevon\Desktop\SWOT_-_Gore (1).png
Brand Name/Equity
Gore first began its operations in the late 1950s and was led by the vision and expertise of Bill Gore who was both an entrepreneur and a qualified chemist. He built his company by making use of DuPont's reluctance to change their business model. He developed a wide range of uses for PTFE and nurtured its growth from the 1950's and created a brand instantly recognized the world over
Customer Loyalty
After securing its first order from the municipality, Gore's focus on providing the "highest quality goods that met and exceeded the needs of customers" has always brought customers back because they can rely on the Gore© brand for those qualities.
Unique Products
The uses that have been introduced for the PTFE compound have always been something that would not have been thought possible before.
The company has been built on technological innovations (pp C-395, para. 6)> gore's associates have made a conscious effort to share technological knowledge (pp C-396, para 6) and their discoveries have led to several new, innovative uses for their products.
Limited Presence in non-PTFE Markets
The company has a heavy reliance on its products generated from the PTFE variations but has only limited diversity in other products; leaving a heavy over-reliance on one revenue generation stream.
Bad Acquisitions
In an effort to continue its growth, they may acquire a company that enough due diligence was not performed on and could expose them to new problems not found in the existing culture/company.
Lattice Structure
While touted by Gore as responsive, a closer look reveals that some immediate decisions that may be needed may fall prey to the delays of this informal approach to leadership.
Poorly Managed Innovation
Innovation creates new products and business but is also a costly venture. If associates are allowed to pursue innovation without the proper controls it could be both costly and time-wasting.
Culture of Innovation (Innovation by Accident)
Since the accidental discovery made by Bill, the company's culture has always made associates feel comfortable pursuing new ideas. No pressure is placed on associates to innovate so that ideas that are feasible can be easily implemented.
New Markets, Acquisitions & International Expansion
Gore may already have been global but there may still be markets that Gore can tap into and continue their brand expansion. They can actively pursue expansion and become truly global. Gore can make strategic acquisitions that will enable them to introduce new products to new customers who may already be familiar with the acquired brand's name.
Intense Competition & Shrinking Markets
Friedman's flatteners have become increasingly prominent and the accepted business paradigm is one of a single marketplace. This has allowed competitors to become stronger competing alongside Gore and in markets where Gore has little or no presence.
Expiring Patents/Copycats
As competitors emerge alongside Gore, they also look for signs of weakness. A large number of patents to patrol will always difficult. Competitors will copy products as the patents expire and further erode their market share and growth potential.
Government Policy/Instability
Growing global anti-U.S. sentiment and changing political climates will provide future uncertainty (especially revenue streams) and economies that protect infant industries or politically-affiliated business may put sanctions on Gore that will increase the difficulty of doing business overseas.
Phillippe Laserre in his text Global Strategic Management presented a Framework for Global Strategy which explained how four key thematic considerations can be used to design or examine a company's business strategy.
In this analysis of W.L. Gore and Associates, Laserre's framework is used to explore and deconstruct the facets of Gore's systematic and successful rise in the business world and how its business strategy can ensure continued growth and profitability. The business strategy of Gore was adapted and expanded to shape its global business strategy as the company continued to expand geographically and cross functionally.
AMBITION - Definition of the long term objectives of the company
"The objective of the Enterprise is to make money and have fun doing so"
- Bill Gore
Founder Bill Gore built the company on a set of clear unequivocal beliefs and principles that formed the foundation of W.L. Gore's approach to business since its inception to present day. The guiding principles and values of Gore are detailed in Appendix 2. The fundamental beliefs of the company are clearly defined and ingrained into the minds of recruits and constantly reinforced in long standing associates alike by training, branding and positive visual messaging. This forms the primary building block of their business plan because it defines what the business is about, where they want to go, how they want to get there and who are the people that they want forming part of this impenetrable team. It cleverly forms a Community through its strong corporate culture which connects Gore Associates worldwide in a common global bond. There is an almost nostalgic allure to the simplicity and purity of the family values that is Gore's Corporate Culture and Guiding Principles but it is the actual implementation of those principles in the management of the business that results in employees themselves becoming invested in the success of the company in the long run. Employees who understand and accept an organization's culture will most likely see their work differently and be less likely to make poor decisions. Expending the time, money, and effort needed to create this understanding at every level will result in a truly empowered workforce.
Case Examples of the execution of these principles:
Work sites that are scenic and attractive with no more than 200 people per site.
Designing work and leisure spaces within the Site which facilitate informal communication
The simplicity of the basic principles in building a social network is best fulfilled by the one on one communication employed by Gore and not technologically enabled as is the norm now. The mass use of technology to communicate can have time, energy and cost benefits however there remains much room for misinterpretation, misrepresentation, segmentation in team objectives and processes, underdevelopment of social skills and more clinical interaction rather than interpersonal.
Innovation is encouraged and fostered e.g. Associates being allowed to ask for and receive raw materials to try out their ideas. There is a recognition that just as was the case with young Bob Gore, great ideas and perspectives can come from anyone, anywhere, at anytime and Gore designed its work processes to allow for that kind of idea generation and innovation…even by accident.
POSITIONING - the choice of countries offering opportunities for strategic development and the company's value proposition corresponding to the global country portfolio.
"All opportunities are not created equal.."
- Brad Jones , enterprise leader
In 2010, Gore's products were sold on six continents and used on all seven continents. Gore also has facilities in 30 countries and manufacturing plants in U.S., Germany, Scotland, Japan and China. As a global player, Gore has recognized the various opportunities that exist in different regions/countries.
Gore is divided into four product divisions: Electronics, Fabric, Industrial and Medical. The business strategy is to be a diversified conglomerate with unique capabilities to address large, attractive market needs.
In order to do this the company positioned itself globally in emerging countries, platform countries, marketing countries, and sourcing countries by carefully analyzing and handpicking the expansion opportunities based on market size, technology advancement, raw materials/ resource availability and cost, labour, regulatory provisions, political context, limitations to market entry.
Gore sought to infiltrate and dominate large industries/sectors but with focused customer segments (i.e. Electronics, Fabric, Industrial, and Medical) and their value proposition is that of a global differentiator. The company was able to recognize the diverse and open fields available to them particularly the Medical environment.
The company's Value proposition is to create the highest quality goods to meet and exceed the needs of customers while maintaining competitive pricing.
The commitment to product integrity is evidenced by only certified and licensed manufacturers being supplied with Gore fabrics and the example given by Susan Bartley, an Associate, of a situation where there was a cosmetic flaw in finished garments but despite it not being a fitness for use flaw, the company bought back the garments from the manufacturer because they did not want those out on the market.
As part of the value attributes that Gore has chosen, part of the sales strategy is to facilitate positive buyer experiences which would be shared among customers and potential customers leading to more sales.
Gore operates through cross functional and often cross border teams to fulfil the various functions and processes in each Division. The Organisation preserves delivery of its Value proposition through a high degree of standardization of the product/service offering and work processes/operations by maintaining its strong corporate culture throughout global operations.
GLOBAL BUSINESS SYSTEMS - business system design, resource allocation across countries to reinforce competitive advantages, mergers/acquisitions/joint ventures, establishing the global value chain.
"From the time W.L. Gore was founded it recognized the need for globalization."
A business system is the configuration of the various activities that the company carries out to deliver value to the customers and capture value for itself. This is in what Professor Michael Porter describes as the value chain in several of his published works.
With Gore's expansion their business system design consisted of several links in the company's value chain that are spread and integrated across divisions, departments and across the world. This part of their strategy is fuelled by their system of working in cross functional Teams not by geographical boundaries.
The components of Gore's value chain include Innovative activities, productive activities and customer relationship activities. The company deploys resources, assets and competencies to each activity. Gore's business strategy included using integrated operations and using globalization of its operations to add value to each component of the value chain so as to establish and sustain competitive advantages.
Strategic approach to Innovative activities:
investment in a large number of areas the heaviest being in the Medical Products Division as "this was judged to be the largest intersection between Gore's unique capabilities and large attractive market needs." At the same time while exploring investment opportunities the leadership at Gore would scrutinize the opportunities to avoid 'big burn' projects. The company is open to ideas however they are running a business and must be smart about it.
Sharing and enhancing of knowledge: "There's a real willingness and openness to share knowledge". Formal and informal connections across geographical, academic, managerial, functional or Divisional boundaries is facilitated. Associates get together at regular scheduled meetings to review each other's plans and look for connections with other products, such consultations (especially with technical consultants) are very important to ensure there is building upon work of others, cooperation and coordination so that there isn't duplication of work or certain associates being stymied by myopic views of an idea.
Ideas are "energetically pursued" and at Gore that kind of 'organic' growth is part of their long term plan. The organic growth being to create in essence an idea factory- where employees can generate ideas, express critical and constructive views to any associate, experiment, have materials to prototype and develop ideas which are fairly evaluated.
An example of how the global approach is useful in adding value is where Gore has team members from a country which is more advanced in technology and has different capabilities and perspectives.
Gore's strategy is also to not just gather knowledge but to protect knowledge and technological expertise. This is a way of not just gaining competitive advantage but it is how the company sustains it. Gore has been granted more than 2000 patents worldwide. They also only share proprietary knowledge on a need to know basis. This is noteworthy because within a company which inculcates a culture of freedom and communication, it is still a competitive firm geared at profit generation and have adopted a very intelligent approach to protecting the Intellectual Property generated by employees for the company.
Strategy in Productive Activities:
Gore has four divisions serving different industries and this protected the company against any 'swings' in any particular industry. As Bob Winterling described the way it worked was like four cylinders where you always have two or three that are up. This is important especially in a global business system because various factors affect the productivity in different sites and in different industries e.g. legal regulation, labour issues, recessions, inflation, political unrest, Competition.
Gore employs a three legged stool approach to integrate their systems of technology, manufacturing and sales which are tied together by a product specialist. The product specialist for one product will therefore coordinate efforts across manufacturing, sales and technology functions so there is a more focused, coordinated and consistent approach to all that goes into that concerns that product. The support functions of Human Resources, I.T. and finance also help tie these three legs together.
External acquisitions: Gore will evaluate opportunities to acquire companies so that a technology or unique capability can be acquired to complement the existing business for growth and continued success. It will also be part of a long term objective to acquire potential competitors. Also it allows Gore to move into market spaces already well known by those potential acquisitions. Cultural compatibility is a must, and Gore will not sacrifice its corporate culture by acquiring incompatible companies for short term gain.
Gore's secondary marketing: leveraging on established brands while reinforcing their own brand name for high quality innovative materials. The company therefore passed the marketing burden unto the company who was selling the finished product. At the same time creating a dependant relationship because as Gore manufactures the highest quality product e.g. Gore-Tex fabric, the secondary marketers like Adidas, Puma, North Face etc. had limited choice but to keep coming back to Gore as the supplier. Gore was getting advertising and sales boosts through the sales and marketing efforts of these other companies.
Gore's recognition of opportunities to make money and making strategic decisions not just in development, growth and acquisitions but also where the product or technology can be sold from the company portfolio as with the deal with Proctor and Gamble of the rights to market GLIDE floss whereby Gore continued to manufacture it. The deal was also made staying true to Gore's core principles and the need to retain its trained workers by ensuring any redundant employees were absorbed elsewhere.
Strategic approach to Customer Relationship Management:
As discussed earlier in this analysis, Gore's approach is to add value to these activities through quality control, excellent service thereby enabling the word of mouth spreading of great customer experiences to generate sales.
Quick responses to customer concerns e.g. when an issue arose with the vascular graft. Constant innovation is also something geared to customer satisfaction by providing focused solutions to specific problems.
Gore's Competitive strategy is focused around establishing, preserving and leveraging on capabilities leading to customer value through performance, quality and brand services i.e. the differentiated value proposition.
List of Gore's capabilities: superior technology, superior quality, Innovation, functionality, customization, Customer services, brand image, finding new market spaces, new solutions, adapting with quick response times and faster R&D.
In addition to having a competitive advantage the key is the Sustainability of that competitive advantage. Gore's business strategy is one that accommodates continued growth and staying true to their guiding principles and processes.
ORGANISATION - the organizational architecture to support the previous three contributors to Gore's business strategy i.e. ambition, positioning, business system.
Gore needed an organizational structure and global organizational model contingent on the way in which the company wished to fulfil its objectives, strategically position itself, integrate and coordinate activities, standardize and maintain its capabilities and competitive advantages.
The company did not seek refuge in a traditional or conventional model but rather crafted the Lattice Structure and the Organization is further supported by Gore's Natural Leadership and Human Resource Practices. These two pillars support the Business Strategy and enable the communication, integration, coordination and knowledge sharing as well as the codification and entrenchment of the Gore Corporate Culture.
It is noteworthy that from the time the company started up as a family business to its growth as a global firm and as it continues on this path, the Lattice structure model was handcrafted to Gore's needs and has provided a solid framework for the company's success and their strategy was never to succumb to the temptation of trying anything that may not be suited to them and the Culture they have spent 50 years developing. The company's expansion strategy is one of Deliberate Growth by making smart decisions and using a structure which can facilitate that growth.
The lattice structure itself is not just a source of competitive advantage for Gore but because it is not an easily duplicated model/system, Gore is able to sustain its competitive advantages. The lattice structure by its very nature cannot be transplanted into other organisations with ease because it necessitates such a drastic cultural entrenchment in its employees and the processes of the company. As can be seen from all of the measures Gore has put in place, it requires a clear definition of long term objectives, values and principles, a firm understanding and approach to positioning and building the competencies of the organisation so as to add value along the value chain.
W.L. Gore founders and leaders has sort to preserve and maintain a very egalitarian culture, within a lattice based structure (rather than hierarchical). This lattice is team based, and connects every person to everyone else in the plant. According to the Gore website - "There are no traditional organizational charts, no chains of command, nor predetermined channels of communication." [i] Gore has a very few levels/titles incorporated into the organization's pyramid; a CEO who is also the President (Terri Kelly) and a CFO (Paul Kaniefski) and of course the associates. While the organization has leaders and is divided into the four main business sections, it is relatively void of the traditional authority. Expertise, unique knowledge, involving others in significant decisions and history of successes determines how leaders are created. This leadership is commonly referred to as "followership" at Gore and describes it in a situational aspect- "if you call a meeting and no one shows up, you're probably not a leader because no one is willing to follow you." The company embraces this "natural leadership" driving leadership to be earned rather than assigned. Gore determinedly resists titles within the organisation.
Gore describes its leadership style as fluid, defining the "lead" as the associate who has the expertise and knowledge to make the right decisions (Knowledge Based Decisions). This fluid leadership is constantly changing and information flows freely within the organisation but they have a need-to-know guarding of propriety knowledge. Teams are usually centred on a product: technology associate(s), manufacturing associate(s) and sales associate(s) that are tied together by a product specialist to coordinate efforts and supported by human resources, information technology, finance and other support systems. Leader of various types take form as Bill Gore describes the 10 kinds of leaders:
1. The expert,
2. The commitment seeker: coordinator,
3. The commitment seeker: objectives,
4. The compensation sponsor,
5. The product specialists,
6. The plant leaders,
7. The business leaders,
8. The functional leaders,
9. The corporate leaders and
10. The sign up leaders.
"Gore's philosophy is that individuals don't need close supervision; what they need is mentoring and support." [ii] With every new associate at Gore a "sponsor" is assigned. The sponsor helps the new associate adjust to the unique culture at Gore- "decode the jargon, demystify the lattice, and circulate him or her among several teams" [iii] , in essence the sponsor seeks to find a good fit between the associate's skills and talents and the organization. At any time an associates is free to seek out a new sponsor if they wish.
A two-person relationship
A group or team environment
Sponsor and leader are not necessarily two different associates
Focus on a person
Focus on a business
Often two different roles of one person (at different occasions, at different times of career)
Helps associate grow in
Aligns team members to
business goal
Sponsoring potential can be starting platform for natural leadership
Table : Differences and Similarities between Sponsors and Leaders
(Modified version) [iv]
At Gore associates are given the right to challenge decisions made with the team. The leader has the burden to explain, and defend decisions and to put it in context of the company's four (4) guiding principles established by Bill Gore: fairness, freedom, commitment, and waterline. Decisions in a lattice based structures, arguably, may often be long, drawn-out processes, however associates at Gore believe time spent in the beginning, pays off during the implementation phase. They (associates) also believe that a decision made through an authoritarian structure may save time initially, but in the end the quality of the decision may not be the best that could have been made and the implementation phase will take longer because leaders will seek consensus post decision rather than during as currently done at Gore.
In essence the features within Gore's culture and lattice such as; direct lines of communications, absence of fixed authority, having sponsors not bosses, natural leadership, setting of objectives by those who must make them happen, and allowing tasks and functions be organized through commitments ,ensures the facilitation of the fluid and flexible leadership structure.
Today's organizational structures are becoming flatter. "Flattening of organizations, decentralization of decision-making authority, and the elimination of middle-management layers are certainly consistent with anecdotal evidence in the business press… layers of intervening management being eliminated and the CEO is coming into direct contact with more managers in the organization." [v] "Technological advances and economic trends mean that work is increasingly virtual, globally dispersed and team-based." [vi]
At Gore the leader's job is not to be the strategist or the one with the best ideas but to ensure culture is healthy, the system is working, teamwork is occurring, and the ideas are being produced. "It positions leaders to develop the strengths of their followers" [vii] - referred to as Strength-Based Leadership- David Burkus; Journal of Strategic Leadership. This type of leadership seeks to keep the organisation innovative.
Bill Gore appeared to be influenced by McGregor's theory Y and Abraham Maslow (see Exhibit 1 of case). According to McGregor's theory Y, humans are self-motivating and seek to find meaning to their work and work is as natural as play and rest and Maslow's theory theorises on how people react when they're not feeling safe and secure. These philosophies helped set the foundation for the company's values creating the company leadership style, unique culture, and lattice structure which formalized the underground, informal networks usually seen in other organisations.
"Bill Gore figured that if people don't feel valued for what they bring to the business and if they are not encouraged to collaborate, innovation does not get a chance. A hierarchy based on authority has some serious design-flaws working against collaboration and involvement. A network does not suffer from these design-flaws." [viii] This decision provided the framework for the evolution of Gore's "fellowship", natural leadership", "sponsors and the development of this unique lattice structure.
Gore model changes the traditional role of the leader and its unique lattice structure allowing for a flat management structure that has allowed the company to stay innovative. Gore is therefore able to foster a safe, secure, collaborative, and creative problem solving environment, enabling the company to achieve high rankings for innovation and place to work.
The Human Resource (HR) element at Gore and Associates has been a substantial factor in the success of the company over the years. Gore has been acknowledged as one of the 100 Best Companies to Work For in America, first in a book by that name published in 1984, and as at January 2013, is one of the select few companies to appear in all sixteen editions of Fortune magazine's list of "Best Companies to Work For". One of the main reasons is the resonance of the culture that Gore has created and maintained over time.
As mentioned previously, they were able to develop a corporate culture such that they never had titles, hierarchy or any of the conventional structures associated with enterprises of its size. Due to the laws of incorporation, the titles of president and secretary had to be used. Most of the HR initiatives were designed to support the company's philosophy that all associates were stakeholders in the enterprise and had a shared responsibility for its success. Gore understood the importance of human resource management and how it is critical to general management, largely as a result of its role in providing competitive advantage, as well as an awareness of the demands of the technologically advanced environment of the future. The employees were encouraged to look everywhere for opportunities to make something that is not currently on the market. Within this environment, a number of "best practices" were used at the company, which will be mentioned in further detail.
Jeffery Pfeiffer argued that there are seven HR best practices for achieving competitive advantage; these practices revolved around putting people first and included:
Providing employment security,
selective hiring,
extensive training,
sharing information,
self-managed teams,
high pay based on company performance and
the reduction of status differentials
In the following sections, the aforementioned points will be seen in Gore's operations and described more detail through the analysis.
Recruitment, Selection and Retention Process
Employee recruiting can be described as the process of identifying and attracting people in the organization. In order to attract the best people for the job, it entails getting people to apply for positions, keeping applicants interested in joining the organization, and persuading the best applicants to accept job offers. Organizations that recruit well generally have more options when it comes to hiring new employees and also therefore have to hire the best of the lot.
The recruitment process at Gore is not uncommon when compared to other contemporary organizations. When the applications are received, they are initially screened by Personnel Specialists; then an interview is conducted by a group of associates from the specific team which the persons would work. Before a job offer is made, Personnel will contact several references in order to get a better understanding of the applicants. This approach supports Pfeffer's point on selective hiring which is necessary for competitive advantage. Recruitment at Gore was described in the case as a two way process: getting to know the applicant and the applicant getting to know the associates and company culture. They carry out a thorough investigation of the potential employees in order to determine if the person(s) are best suited for the organization's culture.
Once hired, the selected recruits, called associates, go through an orientation programme to learn about their jobs and the organization's structure and culture, and also how their jobs are critical to the organization's success. They are expected to focus on building relationships for the first three to six months of their career. This is an important part of developing the human resource capacity in that the orientation allows the associates to get a first look at the organization's culture so that they have an idea of what is required to fit into the company. It also enhances the associates' level of engagement, giving them the sense that they are an integral part of the organization.
Statistics show Gore & Associates has a very low turnover rate (8% as of 2009). This suggests that the persons that were recruited in the organization were generally able to deal with the customs, and the infamous lattice structure. It also implies that there is a level of employment security in the enterprise (aligned with Pfeffer's principles).
There were a number of "best" practices established at Gore that fostered healthy relations among the leaders and associates. For instance, there were no reserved parking spaces for leaders, one dining area per plant as focal points for employee interaction, as well as a fireplace in the middle of lunchrooms (this is in line with the reduction of status differentials principle). Sites were selected on the basis of transportation access, nearby universities, beautiful surroundings and climate appeal. The leadership recognized that the plant design and location was critical in ensuring that the employees were comfortable and really appreciated working at Gore. This was very significant in the attraction and retention of employees.
Training and Employee Development
The overall objective of training and development in all organizations is to sustain or improve the performance of employees. In so doing, employees will have the necessary skills to implement the firm's strategy and ensure the success of the organization.
At Gore & Associates, there was extensive training which facilitated the development of self-managed teams and individuals in the organization. There were a number of opportunities such as in-house training in technical areas as well as leadership development. Additionally, they had cooperative education programmes with universities and outside providers.
When persons are trained, they are expected to improve how they do their jobs, how they relate to others, or there may even be changes in terms of their job responsibilities (for example promotions). A vital part of the training process is to determine the effectiveness of the various training programmes on employee performance and by extension the organization's performance. The case did not identify whether or not Gore has an employee performance management system. It only noted that team members rank each other's performance on an annual basis and comment on their rationale for the ranking, this can have positive and negative effects. One of the benefits can be that the associate will see how others view his/her performance within the team and determine what is needed for improvement. The drawback to this approach can be the instance of biased evaluators and subjectivity, which will not help the employee in improving performance.
In terms of development, Gore had significant impacts on their external communities. Associates gave back to their communities through schools, sports clubs, universities and other local organizations. The case mentioned that Gore has an outreach programme for associates to provide up to eight hours of paid time off for community service, and in some instances they actually volunteered more of their personal time than the eight hours. This is an excellent example of corporate social responsibility in the sense that whether or not the organization's operations affect the social and/or physical environment, the employees make a habitual effort to reach out to their communities and give back.
Another initiative that can be considered a best practice at Gore was the Sponsor programme. The sponsor had to essentially take the associate "under its wing" and groom him/her into a well-rounded professional in the organization. Sponsoring was not a short-term programme, which means the person must have the ability to balance their work and mentoring responsibilities effectively. This practice benefits both parties because the newly hired person is learning from an expert already established in the field, and the sponsor is engaging in succession planning by sharing information (see Pfeffer's principles) on what is required for the individual's growth in the company.
To take a quote from an associate mentioned in the case
"Losses are what you make happen by stymieing people and putting them in a box".
There was no instance identified of associates being left behind in the production at Gore; every associate would work with a sponsor who would encourage him/her to progress in the organization. Another best practice that was equally important is the organization's emphasis on direct communication. The sponsor programme is just one avenue; the company also has digital voice software called Gorecom, which facilitates the virtual collaboration of employees throughout the organization. Associates also had many face to face meetings; newly hired staff would have sit-down conversations with their sponsors, team members and leaders travelled a lot and would meet face to face with personnel from other divisions. So in essence, this strategy of direct communication was embedded in the culture at Gore and it resulted in better decision making and efficient work processes.
Reward/Compensation Measures
Gore's compensation system comprised of three separate components: a base salary, an incentive pay system and an indirect (non-monetary) compensation component. The base salary is standard, and Gore uses a benchmark approach to paying its associates to ensure competitiveness. Secondly the incentive pay system is one where employees receive additional remuneration based on individual, divisional and/or organization-wide performance. The indirect compensation extends beyond monetary payments provided at Gore's discretion. The diagram below gives a detailed listing of the compensation system.
The incentive pay system for the sales staff has some differences when compared to other companies, the case mentioned that salespeople at Gore don't work for a commission; rather they get a salary along with stocks and profit sharing. This shows that the sales team members are not competitive amongst each other; the mentoring practice (similar to the sponsor programme) is applied in the organization's sales strategy. So the "incentive" is not about making the sales numbers, rather the experienced salespeople motivate or "incentivize" the newer sales associates to fulfill their responsibilities.
The profit sharing aspect of the incentive pay is directly linked to financial performance, i.e. the high pay based on company performance has been applied since inception, and the case identified profit sharing occurring since 1960, which was two years after the company was founded.
In going forward, Gore's compensation system must grow and evolve in tangent with the organization in order to ensure that what is actually being rewarded is consistent with the organization's strategic objectives. Therefore strategy and compensation are linked in terms of the level of performance required. To support this point, Edward Lawler (1995, p. 14) stated that all organizational systems must start with business strategy because "…it specifies what the company wants to accomplish, how it wants to behave, and the kinds of performance and performance levels it must demonstrate to be effective." In developing a compensation/reward strategy, identifying Gore's business strategy, coupled with individual and organizational performance are required.
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In 1997, the College began offering online classes as a means of reaching out to students who were unable to attend traditional courses.
To deliver its courses, Fisher College Online uses the Blackboard course management system, one of the leading and most innovative course management systems used by many online course providers. Our highly qualified and experienced faculty are experts in their fields and excel at helping students reach their academic and professional goals. Fisher College's online classrooms are filled with students from across the United States and around the world.
Fisher College is committed to providing the college experience full-time, part-time, and online. Your academic success is our top priority and the primary focus of our student support services. If you want to learn more, e-mail the Fisher Online campus at firstname.lastname@example.com or call us at 617-670-4405. When you are ready to enroll, call our campus to speak with an admissions representative, or apply online.


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Police were investigating on Sunday night the cause of a car crash which killed the father of Derbyshire cricketer Tom Poynton and seriously injured the young wicketkeeper.
Keith Poynton died when the Ferrari he was driving left the road and hit a tree at around 8pm on Friday, while Tom was treated in hospital for a "suspected fracture and other associated injuries".
Derbyshire police said that its collision investigation unit were carrying out a thorough investigation into the tragedy, which led to Derbyshire's opening County Championship match being postponed.
Tributes have been paid to Poynton snr, with those expressing their condolences including former England captain Michael Vaughan and Sussex wicketkeeper Matt Prior.
The victim's wife, Sheena, paid her respects on Twitter and expressed her gratitude for all the messages of support received.
She wrote: "I'm overwhelmed by all the support & love for my lovely husband Keith. He would've been humbled by it all. RIP My Darling!
"Keith was a true gentleman, a family man always & I don't yet know how I'll live without him."
Her son, Adam, also paid tribute on Twitter. He wrote: "Thank you for all your kind messages today during the worst day of our lives. I am so proud to have had a dad loved by so many. #RIPDAD."
The Poynton family were responding to hundreds of messages on social media as well as floral tributes left at the scene of the accident.
Derbyshire, who postponed the Division Two game at Leicestershire which was due to begin on Sunday, said: "Everyone at the club are deeply distressed and concerned for Tom and his family.
"The fixture has been provisionally rescheduled to take place on Sunday Jun 8 to Wednesday Jun 11.
"The Second XI friendly fixture between Derbyshire and Leicestershire, which was due to start at the 3aaa County Ground this week on Monday Apr 7, has also been postponed and will be moved to a date to be agreed."
Poynton has been with Derbyshire since the age of 11, making his first-team debut in 2007.


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Few stories have been as entertaining to cover from a financial skullduggery aspect as the saga of Platinum Studios, a long running con game of a company that cheated a bunch of creators out of their creations while coasting on the success of the first Men in Black film, which it had published in comics form. Founded in 1997, it developed a ton of comics for years without publishing anything while hoping for salvation from the Cowboys and Aliens. I wrote a long history of the company's bizarre penny stock antics here but the short version is that this business plan never works:
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The cigarettes in question are Morleys. And you can't buy them in any shops although you may find the occasional packet turning up on ebay for prices in excess of $150. And that's because Morley is a fictional brand used in film and TV to avoid problems with product placement or litigation. The packs you can buy are former props.
Morleys have a long and noble history. Here's a young William Shatner breaking open a packet in the classic 1963 The Twilight Zone episode Nightmare at 20,000 Feet.
And here's Darrell finding a box of Morleys in a recent episode of The Walking Dead
That's at least 50 years of media appearances. The first I've been able to find is in the psychiatrist's scene at the end of Hitchcock's Psycho in 1960. They then pop up on TV in an 1961 episode of The Naked City. The following year they appear in an early episode of The Dick Van Dyke Show in January 1962 as chocolate cigarettes given to a child, bizarrely. From then on, they were everywhere.
The original pack featured just the name and a horse logo but they soon morphed into something resembling the well-know Marlborough brand (often called 'Marleys').
So there you go. Arguably the most ubiquitous prop in TV and movie history is a packet of tabs. And Morleys aren't the only fake brand to have popped up across a range of shows. Quentin Tarantino films feature Red Apple cigarettes, Heisler beer has appeared in shows like Weeds, My Name is Earl and many others, Oceanic Airlines has appeared in shows like Lost, JAG, Fringe, Chuck and goes all the way back to an episode of dolphin-based TV show Flipper in the 1960s.
But perhaps the most regularly used fake item is a phone number. The area code 555 was reserved by phone companies for books, movies and TV shows. It's a good solution to the problem of a fictitious number becoming real one day. I wonder if there's a British equivalent?**
Have you noticed any more?
Oh, and if you like the whole 'surprising connections' thing, do consider getting hold of my first two books - Joined-Up Thinking and Constable Colgan's Connectoscope. Both contain chapters where every fact is connected to the one before it and the one after it. The facts also connect to facts in other chapters and even between the two books! Both books can be obtained from the usual online outlets (see links on the right of this page) and bookshops.
** Just an hour after posting this, a splendid chap called Tony Evans pointed me towards this link. How useful for writers and TV/film makers!


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Childress Automotive located at 41W875 Us Highway 20 in Hampshire, IL services vehicles for Electrical Repair, Mufflers Repair. Call (847) 464-5835 to book an appointment or to hear more about the services of Childress Automotive.
We offer full service auto repair with affordable prices! Specializing in tune-ups,oil changes, brakes, belts, exhaust, heating & air conditioning repair, suspension, mufflers, radiators, tire rotation, and much more for almost 20 years. Owner is always on-site to ensure one on one attention and thorough explanation of prices, possible necessities, and all of your options. We make it our aim to...
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Childress Automotive can be found at Us-20 41w875. The following is offered: Car Exhaust Services. The entry is present with us since Sep 7, 2010 and was last updated on Nov 12, 2013. In Hampshire there are 1 other Car Exhaust Services. An overview can be found here.
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DAVIE — Joe Philbin brought it up himself.
Did so the first time Karlos Dansby walked into his new coach's office this spring.
"So," Philbin told the Dolphins' star linebacker, "you're the guy who sent me home early."
This was a reference to January 2010 and the Packers' 51-45 playoff loss to Dansby's Cardinals.
Philbin, then the Packers' offensive coordinator, watched in horror that evening in Glendale, Ariz., as Dansby plucked an Aaron Rodgers fumble out of the air and raced 17 yards for the winning score in overtime.
"Sorry, Coach, I had to do it," Dansby replied. "That's how the ball bounces sometimes."
Back in his Arizona days, the ball seemed to bounce Dansby's way all the time.
In his first six NFL seasons, all with the Cardinals, Dansby came up with 10 fumble recoveries and 11 interceptions, including one against Ben Roethlisberger in a Super Bowl loss to Pittsburgh.
Dansby developed a well-deserved reputation as one of the league's elite playmakers on defense, someone with more than a little Ray Lewis in his game.
That reputation and all that production was enough to earn Dansby a five-year, $43 million contract from the Dolphins ($22 million guaranteed) at the start of free agency in March 2010.
With Dansby returning to Arizona this Sunday for the first time, many Dolphins fans are wondering what happened to all those impact plays?


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Manar Ammar – WNN Breaking
(WNN) CAIRO, Egypt: On Egypt's first day of elections, women's participation was visibly large in the country's first post-revolution elections to choose "the revolution parliament." The high female turn-out comes despite the low numbers of women who are running for the Parliament.
Women candidates themselves running for individual seats account for 30.6 percent of all candidates, and on party and coalition lists, they form a mere 6.15 percent.
Strangely, the highest number of female candidates running on lists in the election comes from the Red Sea and Luxor governorates with 25 percent, followed by Port Said with 23 percent, while Cairo came with a small 13 percent on lists and only 8 percent individual candidates.
This is also the first time women will be running or casting their votes after the female quota was removed following the January uprising that toppled the former regime of Hosni Mubarak. A total of 376 women are running for parliamentary this voting campaign, amid thousands of men.
One of those candidates, longtime human rights advocate Dalia Ziada of the Justice Party, said she believes people will be surprised at the outcome and did not seem concerned over the rise of Islamic groups in the lead-up to the ballot.
"I think we will all be surprised if a lot of people vote," she began, "and I believe Egyptians, women and others, will not allow any government to take away our freedoms. That is what we all fought for in the January revolution."
The election operation room at the Egyptian Center for Women's Rights (ECWR) commended the female participation in the voting process. The center accused the Freedom and Justice Party (FJP) of spreading rumors outside polling stations that other candidates had dropped out of the race and reported female followers of conservative parties and groups calling on women voters to "follow God's law and vote for the Islamist candidates."
The center is running the operation room in order to monitor the elections from a gender perspective and is constantly updating throughout the voting.
The independent Coalition to Monitor Elections also praised the high female turn-out on Monday and said in a statement that women arrived at polling stations an hour before the scheduled time, with some standing in line for hours in order to make their voice heard.
Many had to stand in long queues that curled around streets for hours to cast their votes.
With many stations suffering from delays due the late arrival of the judge assigned to the site or the voting sheets, women remained put, fighting bad weather in some cities such as Alexandria, where it rained for hours.
Yet, the first day was not conflict free, as one female voter got struck with an iron bar by a follower of a candidate that pressured the woman to change her vote in the Zeitoun district in Cairo.
In most polling stations, women performed identity checks on other women who wear the Niqab, a religious dress that covers women's faces. Tens of women, however in the city of Kafr al-Shieck, in the delta region North of Cairo, refused to expose their faces, so they were banned from casting their votes.
Optimism surrounded the vote, as many posted on social networking sites such as Facebook and Twitter that they were generally pleased with how the first day of voting in the country's first free and fair election went.
"I feel good and positive at the voting and believe that women had a voice and will be a strong influence in Egypt," wrote one activist on Twitter.
©2011 Women News Network – WNN
No part of this article release may be reproduced without prior permissions from WNN.


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What God created, the good earth, combining rolling hills and verdant valleys, framed with towering hardwoods, has been enhanced with a glorious human touch that exceeds in toto all that can be conveyed via mere words and pictures. Yes, the Caves Valley Golf Club is indeed a genuine masterpiece on a sprawling "canvas" of green.
A treasure and prideful creation that will hold its head high in any challenging point of reference. The grand opening and first official examination of what it represents was held on a picture-card Sunday afternoon in mid-July with members, special guests and a foursome of the finest amateur participants on the continent testing its playability.
Caves Valley, dressed in natural beauty and with the radiance of a new bride, was showered with praise for what it is -- an unforgettable golfing experience amid enthralling surroundings and an ambience that is lavish but not garish. The two men who made the dream come true, Les Disharoon and Andre Brewster, were extolled by those judging their accomplishments for first finding the land and then bringing their desire to fruition.


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Writer / Producer
Fiona Graham
Fiona is co-founder of Sonny and Skye productions and is the Writer and Producer for the feature 'Songs for Amy'.
Fiona's background lies in business and she has worked within the highly competitive software industry for over 12 years. Nominated for 'Businesswoman of the Year', Fiona's key business strengths lie in Management, Sales, PR and Marketing. During her days in IT, she used any spare time to focus on her passion for film and writing, attending courses all over the world and writing scripts in every spare moment. Since leaving IT, Fiona has focused full-time on her writing and film production company and has been involved in every aspect of 'Songs for Amy', both creative and commercial, from inception to completion.
Konrad Begg
Konrad Begg, Director of 'Songs for Amy', has a unique visual style and was involved in the project from an early stage, working with writer/producer, Fiona Graham on the story. Originally from Scotland and a guitar player and singer/songwriter in his spare time, Konrad had the perfect background to relate to the music scene in the west of Ireland. He worked closely throughout the film with the musicians and actors to ensure the authenticity came through in the film.
Having started his career in short film and television, Konrad has directed several high profile drama documentaries and landmark factual entertainment programs for the BBC, ITV, SKYONE and Five, including including Top Gear, 'Robbie Coltrane's B Road Britain' and 'Rivers' with Griff Rhys Jones. In 2008, Konrad was nominated for a BAFTA and the episode of 'Born Survivor' with Bear Grylls, which he directed, was nominated for an Emmy. Konrad has also directed numerous commercials including Siemens, O'Neill clothing, Quiksilver and Lexus. With a BAFTA and EMMY nomination already under his belt, Konrad has just recently been nominated for another BAFTA for Top Gear.
Executive Producer
Mairi McLellan
Mairi is co-founder of Sonny and Skye productions and Executive producer for the feature 'Songs for Amy'. Having operated at CEO level for global software, Mairi's key skills lie in Management, Sales, PR & Marketing. During her time in the software industry, Mairi won 'Young Director of the Year' from the Institute of Directors, runner-up for 'Individual Excellence' at the Software Awards and was nominated for 'First Woman' award by the CBI. Mairi brings her business experience to Sonny and Skye Productions for their feature film, 'Songs for Amy' and is key to the investment strategy, marketing and commercial elements of the film.
Neil Harrison
Neil is a creative and business partner of Sonny and Skye Productions and worked with Fiona from post production through to securing distribution of 'Songs for Amy', bringing with him decades of marketing experience. Neil has been self-employed in Scotland specialising in sales and marketing, creating a start up business that now turns over in excess in of £2m. Neil is currently co-writing the screenplay 'Making IT' with Fiona Graham and will be involved in all aspects of production.


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High-tech security systems come with plenty of promises to protect you and your family, but the service isn't cheap. A local woman says she's continuously been charged for services she can't use -- even after a fire destroyed her home.
FOX8 On your Side Consumer Reporter Melissa Painter takes a look at the problem.


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Cassie Winslow
Cassie Winslow's beginning was a tough one. Her biological mother, Sarah Shayne, gave her up for adoption after she was born. Cassie was adopted by a family named the "Rae's" and, after a few tough years, was turned over to a foster family...
• Tammy Layne (with Rob)
• Roger Joshua Jessup "RJ" (with Hart)
• Unnamed stillborn child (with Richard; Deceased)
• William Richard Winslow (Adopted; with Richard)
• Unnamed miscarried child (with Edmund; Decease
• Partner in Lewis Construction
• Partners with Danny and Tony Santos in the Towers Club
• Former co-owner of the Beacon Hotel
• Former First Lady of San Cristobel
• Former Princess of San Cristobel
• Former Secretary at Lewis Oil
• Former Stripper


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Our Schools
Our centers are clean, safe and well planned. Our administrators and teachers are responsible for ensuring this. 100% of our staff is First Aid and CPR certified. We provide activities specially designed for each child's developmental level. Our child sized restroom facilities, sinks and equipment help promote self-reliance and confidence. Your child will be enriched with age appropriate toys, art, books, and computers.
Choose A Campus:
- The Children's Academy – Community of Hope Campus (Mansfield)
- The Children's Academy – Country Club Montessori
Positive Guidance/Discipline:
Our program is designed to encourage independence and self-control. We focus on positive reinforcement. If minor behavior problems occur the child will be redirected. We will help each child to understand what they feel and use appropriate methods to handle those feelings. When necessary, parent conferences may be requested. Discipline at our center is aimed on teaching the child self-control. If a child refuses to cooperate that child will be placed in "thinking time" where they can be observed but not participate with the group. The child will be allowed to return to the group when they are willing to cooperate. The Children's Academy staff will work with parents in solving behavioral problems. If a child persists in behavior which is detrimental to other children, that child may be dismissed from enrollment.
Our Staff:
Members of our staff are carefully selected, trained, and evaluated to ensure that they conform to The Children's Academy philosophy of childcare. Each teacher must have the skills to meet the early education needs of children. Our teachers receive ongoing training to reinforce their childcare and early education skills. We also provide training for CPR and First Aide certification.
We support the professional development of our staff. Every staff member is required to complete training goals during the first year of their employment. Each goal is directed to improve curriculum, social interaction, and health and safety.
Outdoor Play:
Each room's daily schedule includes two outdoor periods. (weather permitting) Your child will spend delightful hours engaged in playing with others.
Open House is held once a year. At this time the children present their academic and art work. Time is made available for parents and family to visit with all staff members. School parties are scheduled annually for the months of February, April, October, and December. Parents are encouraged to participate by attending or by helping with the party menu.


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Coke-Soaked Bacon Recipes for Game Day + $400 "Home Bowl" Prize Pack Giveaway
***Please note that the contest portion of this post closed on 1/26/16. Scroll to the bottom for winner info!***
When it comes to celebrating the big game, the first thing most people think of is the football, of course, but a very close second is…. THE FOOD! And I'm guessing that order may even be in reverse for a few hungry souls. ;) That's why I'm excited to be teaming up with the Coca-Cola & NABISCO Home Bowl this year to bring you some tasty recipe ideas for your game day menu!
BTW – if you're not familiar with the Home Bowl yet, it's a lineup of tasty game day party food & drinks that can be found at retailers nationwide right now. You can learn more about it here.
Bring on the BACON (appetizers!)
Bacon is always a crowd-pleaser in our circle, so we've utilized it quite a bit for various parties, including marinating it in Coca-Cola for a super tasty & slightly-caramelized twist!
And even though this Coke-Soaked Bacon is great on its own, Sonny & I thought it would be fun to incorporate it into a couple of our favorite bacon-y appetizers for game day this year. It added the perfect, subtle kick of sweetness to a Bacon Ranch Cheddar Football Cheese Ball and Bacon-Wrapped Chicken Tenders…
The results were super delicious! Both my parents and my little ones gobbled both of these dishes up, and when loved ones of all ages like the same thing, you know what that means…. SCORE! ;)
Read on for details on both recipes AND a #HomeBowlHeroContest where TWO lucky winners will receive "Home Bowl" Party Prize Packs worth $400!
How to make Coke-Soaked bacon:
Place individual bacon strips in a baking dish. Pour Coca-Cola over the bacon, cover, and refrigerate for 2 hours. (You'll need around 24 oz of Coca-Cola per pound or so of bacon.) Preheat oven to 400º. Drain liquid and place the bacon strips on a baking sheet lined with parchment paper. Bake for approximately 25 minutes, or until the bacon is crisp and slightly caramelized.
Now… onto the first game day recipe!
BACON RANCH CHEDDAR FOOTBALL CHEESE BALL Recipe
– 16 oz cream cheese (+ a couple extra oz for garnish)
– 8 slices cooked Coke-Soaked bacon*, diced & divided
– 1 cup shredded sharp cheddar cheese
– 1/4 cup crumbled goat cheese
– 1/4 cup pecans, chopped
– 1/4 cup fresh parsley leaves, chopped & divided
– 1 (1-ounce) package Ranch Seasoning and Salad Dressing Mix
– 1 teaspoon Worcestershire sauce
– RITZ Crackers, for serving
1. In a small bowl, combine the pecans, 2 Tbsp of parsley, and half of the bacon. Set aside.
2. In a large mixing bowl, combine cream cheese, cheddar cheese, goat cheese, Worcestershire sauce, the Ranch Seasoning and Salad Dressing Mix, and the remaining chopped bacon and parsley. Use a hand mixer on medium-high and beat until ingredients are well-combined.
3. Scoop and shape the cheese ball mixture into a (very general) football shape. Cover and refrigerate for 2 hours.
4. Remove the cheese ball from the refrigerator and fine-tune the shape of the "football" cheese ball until you're happy with it. Then, roll the sides and top of the football in the pecan-parsley-bacon mixture. (Leave the bottom of the football uncovered.) Use your hands to pat the remaining mixture onto the football until it's well covered.
5. To form the "football laces", roll out a couple oz of chilled cream cheese in the same manner you would roll out cookie dough. Use a sharp knife to cut strips of the cream cheese to use for the football "laces", and place them on the top of the ball.
6. Serve with RITZ Crackers and enjoy!
SWEET & SPICY BACON-WRAPPED CHICKEN TENDERS Recipe
– 10 chicken tenders (approximately 1 lb)
– 10 strips raw Coke-soaked bacon*, sliced in half length-wise
– 1 tsp salt
– 1 tsp paprika
– 1 tsp onion powder
– 1 tsp garlic powder
– ½ tsp rosemary
– ½ tsp basil
– ½ tsp thyme
– ½ tsp black pepper
– ⅔ cup light brown sugar, packed
– 2 Tbsp chili powder
*Marinate bacon strips in Coca-Cola for 2 hours.
1. Pre-heat the oven to 350º.
2. In a small bowl, combine the salt, paprika, onion powder, garlic powder, rosemary, basil, thyme, and black pepper. Use this seasoning mix to coat both sides of the chicken tenders (top and bottom).
3. Cut the 10 strips of Coke-soaked bacon in half, lengthwise. You should end up with 20 "skinny" strips of raw bacon. Wrap each seasoned chicken tender in bacon, using 2 pieces per tender.
4. Mix the chili powder and brown sugar together and stir until well combined. Roll each bacon-wrapped chicken tender in this mixture until well coated. Don't be shy! ;)
5. Place the chicken tenders on a greased grill pan (ideally) OR on a parchment-paper-lined baking sheet (which is what we used here). Bake for approximately 30 minutes or until bacon is crispy. Broil for the last few minutes if desired. Note: Cook time can vary depending on the size of your chicken tenders and the desired crispiness level of your bacon.
6. Remove from oven, garnish with a little more fresh parsley, and ENJOY!
Note: This is a hearty-sized appetizer. If you'd prefer them as small bites, cut each tender into 3 or 4 bite-sized pieces and use toothpicks to serve.
Coca-Cola & NABISCO Home Bowl Pinterest Contest (2 Winners)
This contest is now closed… and WOW! I was seriously blown away by so many of the entries and seriously wish I had way more than 2 prizes to give away! :0 Honestly, the boards were amazing… I had to call in reinforcements and take a poll to help me narrow down my top 6 finalists to just 2 winners (*tear*). So… after much deliberation, the Home Bowl 2016 winners are……… Baylor Fain and Kelli Gill. Congrats, Ladies! And thank you for the awesome creativity in your boards! Hope this prize pack makes your game day EXTRA fun this year! ;)
EACH ($400 value) PRIZE PACK INCLUDES:
• $300 Visa gift card
• Coca-Cola and NABISCO product
• "Home Bowl" themed drinkware, cutting board and tote bag
This giveaway is about GETTING EXCITED for game day get-togethers! Here's how to enter:
1. Create a Pinterest board & pin your favorite game day party ideas to it (see sample board)
2. Name your board: Coca-Cola & NABISCO #HomeBowlHeroContest
3. Include #HomeBowlHeroContest in the caption of each of the pins on your board
4. Copy/paste the URL of your Pinterest board to the comments section of this post. The will act as your entry. Done!
Entries will be judged based on the overall creativity of the board and variety of pins. A good mix of food, drink, & decor ideas is encouraged! You are not required to pin photos of Coca-Cola or NABISCO products to win.
Disclosure: Compensation was provided by Coca-Cola® and NABISCO for this post. As always, the content and opinions are my own. Thank you for supporting the companies that make it possible for us to keep the creative content coming!
43 responses to "Coke-Soaked Bacon Recipes for Game Day + $400 "Home Bowl" Prize Pack Giveaway"
Thanks for the chance to win! https://www.pinterest.com/dances4wins/coca-cola-nabisco-homebowlherocontest/
I will try to cook something with coca cola like you! :)
Love the giveaway.
Our house will have a smoky aroma and mouths will have a tantalizing taste of the meat of gods – the holiest of foods. Our family and friends will be united at my #HomeBowlHeroContest Party under one common passion: Bacon! https://www.pinterest.com/ladygeedee/coca-cola-and-nabisco-homebowlherocontest/
Awesome contest! We love hosting our superbowl party every year, it's been great seeing all the football themed recipes people come up with
here's my board: https://www.pinterest.com/baylorfain/coca-cola-nabisco-homebowlherocontest/
Thank you so much for the great recipes and contest! I hope you enjoy my #HomeBowlHeroContest board! https://www.pinterest.com/malloned/~~-coca-cola-nabisco-homebowlherocontest-~~/
Welcome All to my Home Bowl Hero board. Here you will find all your Game Day Essentials. Have you ever tasted Bacon-Cheeseburger Eggrolls or Football Pudding Pies, or how about meatball subs on a stick? I'm looking forward to them! How 'bout a game of Mini Football Cornhole? Fun for the whole family. https://www.pinterest.com/ellengee289/coca-cola-and-nabisco-homebowlherocontest/
Love this recipe. Anything with bacon is a winner in my book. Awesome contest! #HomeBowlHeroContest
Bacon-Ranch-Cheddar Football Recipe + $400 #HomeBowlHero Prize Pack Giveaway on the blog! https://t.co/MynuWC4wji https://t.co/49H6Q2V7vu
Thanks for the chance! https://www.pinterest.com/ewalsh40/coca-cola-nabisco-homebowlherocontest/
Here is my pinterest board https://www.pinterest.com/neiddy/coca-cola-nabisco-homebowlherocontest/
Thank you for the chance to win!
GOD bless
Thanks for the great Home Bowl ideas! Looking forward to the BIG game:
Sweet & Spicy Bacon-Wrapped Chicken Tenders #gameday. YUM! https://t.co/MynuWC4wji #HomeBowlHeroContest https://t.co/a0pAv9RLJU
Bacon Ranch Cheddar Football Cheese Ball Recipe looks very delicious!! Thank you! https://www.pinterest.com/vibgyor70/coca-cola-nabisco-homebowlherocontest/ #HomeBowlHeroContest
Here is the link to my board–https://www.pinterest.com/wildorchid985/coca-cola-nabisco-homebowlherocontest/
Thanks for the chance to win!
wildorchid985 at gmail dot com
Thank you for the chance and this fun contest! #HomeBowlHeroContest
I am excited to have a super bowl party at work and use these awesome recipes!
Thank you for the wonderful contest and opportunity! I enjoyed making my board and finding some awesome new ideas for Super Bowl Sunday!! #HomeBowlHeroContest https://www.pinterest.com/ksblondie16/coca-cola-nabisco-~-homebowlherocontest/


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Bryce Jordan Center Squirrel Says Don't Do Drugs
The Bryce Jordan Center released a new video to promote safety at their upcoming concerts. The video features "EDM squirrels." Yes. That's right, squirrels. Don't get me wrong, I hopped on board the squirrel train as soon as I first heard about good ole Sneezy the Squirrel, but this takes it to a whole other level.
The squirrels, that for some reason talk in a "biddy biddy be" voice (luckily translated to English), warn against citations that can cost up to $700 and the possibility of missing out on the concert you came for. The cute little critters are pasted onto Bryce Jordan Center backgrounds. It's almost like they're real! My favorite part is definitely the second squirrel perched up on the BJC marquee.
Do weird animated squirrels keep you from doing drugs or drinking before going to see your fav dubstep/electronica music? Let us know in the comments!
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Save the Image
When you're finished configuring the remote computer and are ready to save the image:
- Log off of the remote VCL computer
- From your own machine, return to the Current Reservations page on the VCL website
- Select More Options...->End Reservation & Create Image
- Here you may have two options, select one of them and click Submit
- Creating New Image - this creates a completely new image
- Update Existing Image - if you are the owner of the image, you can select this option to simply create a new revision of the image. The rest of these steps do not apply if you use this option. See more information about updating an existing image
- Enter a name for the new image. Keep it simple. It is a good idea to name it based off of the main applications installed or how the image will be used (i.e. if it is for a specific class, you could use the course number as the name). The image name is displayed when a user makes a reservation and can be changed later if needed.
- Fill in an image description - you can explain more about the image here. This information is displayed on the New Reservations page under the drop-down box for selecting the image.
- Optionally, fill in Usage Notes. If you would like to give users of the image some instructions about how to use the image, enter them here. This is displayed on the Connect! page so that users will see it right before they connect to the image.
- Optionally, fill in Revision Comments. This is just a place where you can enter notes for yourself - end users will never see this information. You can enter anything here, but these are some suggestions:
- list of applications installed
- any special steps you had to take to get an application to install
- if there is licensed software installed, when the license expires
- whether or not you installed system or software updates
- You can usually leave the Advanced Options alone
- Click Confirm Image
- Double check what was entered, then click Add Image
- You will then be presented with an Installer Agreement. If you agree to it, click I agree to start the imaging process
The imaging process takes roughly 20-25 minutes to complete. Afterward, you should receive an email saying your image is ready for testing (occasionally, if there is a lot of software installed in the image or if the system is extremely busy, this can take as long as 90 minutes).


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In a clip of the episode, Callie (Sara Ramirez), who once slept with the suave surgeon, tells him, "Stop sleeping with your co-workers. It ruins them."
Seriously, though, Alex has done the rounds when it comes to hooking up in the hospital, whether it is patients, interns, nurses or fellow surgeons, he's pretty much done them all.
As the doctor is seemingly adding another notch to his belt on "Love The One You're With," we here at Celebuzz wanted to take a look back at his many conquests.
Of course, Alex's most significant relationship on Grey's was with Izzie Stevens (Katherine Heigl). Their relationship lasted on-and-off for all six seasons Heigl was on the show.
He also had a brief fling with pediatric doctor Lucy (Rachael Taylor) during her stint on the show, and a relationship with one of his patients, Ava/Rebecca (Elizabeth Reeser).
Click through our gallery to see the details of Karev's checkered love history.
Grey's Anatomy airs Thursday at 8 PM on ABC.
Which girl did you think was best for Alex? Let us know in the comments below!
No changes are to be made to this player


text: 1 PC. Mesh and microfiber open front babydoll with metallic lace molded push-up cups and underwire. This babydoll features metallic ruffled trim, a lace-up racer back detail with adjustable straps and rhinestone center front clasp. Style: clothing-lingerie-bbb4-3711blacksilver This item is FINAL SALE and is not eligible for return or exchanges. NOTE: This item is an Expanded Assortment*. Please allow 3-4 business days for item to leave the warehouse.


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Today's entrepreneurs wonder why their businesses aren't thriving despite their best efforts. They stew over how to position themselves in an economy that favors large corporations.
In "The Entrepreneur That Could," lifelong entrepreneur Casey Jurado brings a new vision to the marketplace. His street-wise observations help entrepreneurs understand what is going on economically and how to adapt and capitalize on the shifting realities of small business.
"The Entrepreneur That Could" draws on common sense, the wisdom of the Founding Fathers and nature's cycles. It will make you think and reevaluate your business model with a preference for community, integrity and innovation.
Casey expands and proves his concepts in the Niche Market Supplement at the end of the book. He relates stories of real entrepreneurs adapting to market demands and taking advantage of the engineered economic cycles…before they take a nose dive.
I have dedicated this book to "all the entrepreneurs that made this country great and can make it great again."
Buy the Kindle version or the paperback at Amazon.
Digital versions are also available at Smashwords and Barnes and Noble.
Purchase a pdf version here with a Paypal account or credit card.
To get a feel for Casey's grasp of the field, read the introductory chapter.
5 Responses to Read the Book
After reading Casey's well thought out book and having some time to contemplate the issues mentioned, I am thinking the primary problem with much of the RCMC issues come back to greed. Not only in the part of the RCMC's but on the part of the consumer who has become ever expectant of the lowest prices possible (actually impossible if you consider the real costs). In expecting cheap food and products we have ultimately defined the methods in which the RCMC's produce what we consume. In order for them to make profits and meet those expectations there is no option but to provide chemically altered foods which can produce unnatural supply and to also use international labor sources which undermine the ability of people to sustain basic living conditions.
If we want to have healthy foods we must accept the higher prices to produce them. If we wish to provide a basic level of human existance we must inform ourselves as to where and how our consumer items are produced. We can demand the standards outlined in this book by supporting those systems which provide them by using our consumer power. Once that is acheived we will see our demands become standard policy and prices will adjust to accomodate the demand. It requires ongoing effort on our part to become and remain aware of how our foods and goods are produced and to act according to our own ethics and expectations.
Lots of interesting observations and comments on our modern society and the interaction in society and the contribution/destruction caused by different businesses. I really liked the concept of Business Common Sense. How true that you can be a MBA or engineering genius and still not be able to start or run a profitable business. Good argument that BCS in many cases is more important than capitol or a formal education in determining success. A little harsh on all large corporations without which we would not have most of the great developments in science, medicine, and products available today. I do agree that many neglect their obligations to protect scarce resources throughout the world. Casey, great first book!
You probably don't know Casey, and so you have not had an opportunity to talk to him. That's a pity, because Casey is a thinking man. In a world with so few people who take the time to think, someone who does easily stands out. Read this book because by doing so you will become a thinking person. It's not as good as actually discussing the topic with him, but it's not bad. You're not an entrepreneur? That's OK. The entrepreneur word has deeply touched your life; Casey lays this out for you so you can see it and make decisions about it. You may not agree with what he has written, and that's OK. Of course he wants agreement, but more important to Casey is that after you have read and thought your way to the end of the book that you at least understand why you believe what you do. Fasten your seat belt and enjoy the ride.
Casey Jurado's observations and perspectives open your mind so that you will not be able to close it in quite the same way again. The point of view comes from a distillation of information gathered from the outer reaches away from the center. It allows for the development of a view from another window, on an upper floor, from where the same things we've seen everyday, and known, look surprisingly and disturbingly different. It seems that we have gotten a peek behind the curtains and it is impossible to forget what we've seen. Disneyland has caught fire and burnt to the ground and what are we to do ?!
Loved the book as well as the references to the integrity and idea of what America was to the founding fathers. It gave me a reflection of then and now. What would the founding fathers think of the corrupt corporate influences that now challenge Democracy and their brilliant idea called "America". The book encouraged me to ask myself " What can I do about it?"
A thought provoking read! Joyce Calhoun


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For the dough: Preheat the oven to 350 degrees F. Grease 2 baking sheets and set aside.
In a mixer, beat the butter and sour cream until smooth, about 2 minutes. Gradually add the flour and salt until the dough comes together and pulls away from the side of the bowl. Refrigerate for at least 4 hours or overnight.
Divide dough into 4 even pieces and roll into 9 by 12-inch pieces about 1/4-inch thick. Set aside.
For the filling: In a medium bowl, combine all 4 ingredients and mix until smooth. Divide the filling into 4 even portions, and spread even amounts of filling on each piece of rolled out dough, leaving a 1-inch border. Roll lengthwise and transfer to a cookie sheet. Repeat with remaining pieces of dough, placing 2 rolls on each cookie sheet.
Bake until golden at the edges, about 35 to 45 minutes. Slice while still warm into 1 to 2- inch slices. Cool completely on wire racks.
A viewer or guest of the show, who may not be a professional cook, provided this recipe. It has not been tested for home use.
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Have you ever watched Whose Line Is It Anyway? or seen a live improvisational comedy troupe and wondered, "How do they do that?"
To the untrained eye, it may seem like random performances by a group of super humans. But in reality, there's an underlying structure to improv that anyone – including YOU – can learn and enjoy!
I've set up this special page to let you know the various ways you can enjoy my improv offerings, which include:
See details on each below …
Many people who know me through my books and music don't even realize that I have performed improv many times over the years. In the '80s I co-founded the Way Off-Broadway Players and in the '90s a troupe called Wit's End that did both improv games and scripted sketch comedy. It was a blast.
In 2011 I started teaching the basics of short-form improv comedy games a la Whose Line Is It Anyway. People loved it!
Now I host classes two or three times a month that I call "The Improv Comedy Lab." These events are part introduction to improv for newcomers and a great night of fun and staying sharp for more experienced players. Each time I mix up the warm-up exercises and games to keep things fresh. I even throw in some musical improv into most sessions.
Please, don't be intimidated if you're new to improv or performing. I make it easy and comfortable. And you'll get to meet new people in a fun and supportive environment.
Thursday, August 9, 2018
Thursday, August 16
Thursday, August 30
All classes (unless otherwise noted) are 7:00 to 9:00 PM at CSL
* The Center for Spiritual Living (CSL)
12875 Fee Fee Rd, St Louis, MO 63146
(Don't freak out about the name of the venue. It's simply a nice space to hold these classes. Okay?)
Not far from 270 and Olive, across Fee Fee from Parkway North High School. The front entrance is on Willowyck Ct, across from the Thornhill Library.
NOTE: The library lot across the street is closed for construction. There's a big parking lot right behind CSL. Just drive past the building and turn left around the circle and into the lot. Then walk up the steps to the back door. Easy-peasy.
I circle up and start warm-ups at 7:05 so PLEASE do your best to get there a few minutes early and be ready to get the most out of the experience.
The "Improv Comedy Lab" is not a multi-week class. It's an ongoing drop-in series. Come when you can. But when you do attend, please arrive on time so you get the full benefit.
Remember to dress comfortably so you can easily move around. Ditch the heals and the ties. Ladies may want to wear pants or shorts instead of skirts or dresses.
Fee: $10 per person suggested donation. I won't turn anyone away for lack of funds, so if you're able to pay it forward and throw in a little extra to cover someone else, that would be great.
If it's your first time, there is nothing to prepare for. Just arrive with an open mind and be ready to have fun with some cool people in a supportive environment.
When you attend one or more of these regular events you'll learn how to:
You can also sign up for my four-week "Improv Comedy for Beginners" class via St. Louis Community College. The next one will be held on four consecutive Mondays (starting October 22, 2018) on the Forest Park campus. Register through STLCC here …
To give you an idea of the fun we have, here's a video clip of a game called "Sit, Stand, Bend Over."
And here's an improvised "Gum on My Shoe" blues song.
I select some of the best improv players in St. Louis and do public performances of the Improv Comedy Cabaret – a full 90-minute to two-hour show of improv games, scenes and songs based on audience suggestions. These events are a blast!
Wednesday, August 15, 2018
7:00 to 9:00 PM
The Wolf Cafe
15480 Clayton Road
Ballwin, MO 63011
Free Admission! These shows are usually packed, so get there by 6:30 to grab a bite/drink and a seat!
Do you know any venues that have the space and would like to bring this experience to their patrons? Contact me and let's explore the possibilities!
Here are more video clips from recent Improv Comedy Cabaret events:
How would you like to bring the improv experience to your home with a select group of friends? It's kind of like a Tupperware party – without all the bowls and lid burping.
If you have the space for it and can gather between 12 and 20 people to participate, contact me and let's see if we can make arrangements to bring this to your home, club house, or a rented space of your choice.
The worse that can happen is your guests will complain of stomach cramps the next day because they laughed so hard!
Also check out my St. Louis Improv Comedy Classes and Shows page on Facebook!
Let's connect and have some fun together. Go to my contact page and get in touch.


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Jonah by Cosette Cornelius-Bates
Welcome! You are browsing as a guestCreate a free account to see 29 projects made from this pattern and more... What am I missing?
This pattern is available for $5.00 USD
buy it now or visit pattern website
buy it now or visit pattern website
This sweater, originally designed to be a baptism sweater, is a kimono style cardigan with slipped cable texturing, straight sleeves with a fish detail, and i-cord finishing.
For more information, see: http://cosymakes.com/2010/08/25/jonah/
About this pattern
average rating of 4.5 from 17 votes
average difficulty from 17 ratings
29 projects, in 151 queues
About this yarn
by cosymakes
100% Wool
415 yards / 113 grams
rating of 4.9 from 10 votes
54 projects
stashed 15 times
About this yarn
by cosymakes
100% Wool
329 yards / 113 grams
rating of 4.5 from 2 votes
23 projects
stashed 11 times
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- Page created: August 25, 2010
- Last updated: March 3, 2014 …
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Volunteer Opportunities
SIREN's mission is to empower low-income immigrants and refugees in Santa Clara County through community education and organizing, leadership development, policy advocacy and naturalization services. We believe that all people regardless of legal status or nationality are entitled to essential services, human dignity, basic rights and protections, and access to full participation in society.
As we fight for immigrant and refugee rights, we ask you to consider making a donation or becoming a monthly donor. Your support will directly support free legal services, advocacy work for more just laws, and leadership training for community leaders.
Every Wednesday from 9:00 a.m. to 5:00 p.m. in San Jose. No appointment is necessary.
Every Thursday from 10:00 a.m. to 11:00 a.m. in San Jose. No appointment is necessary.
Free walk-in legal consultations every Thursday beginning at 9:00am -5:00pm.
Consulatas legales gratuitas cada jueves de 9:00am - 5:00pm.
Please check our calendar for mobile clinic dates and office closures
Call our free immigrant question and answer hotline to receive legal information and referrals to low cost community resources.
Tel. (408) 453-3017
Tel. (408) 453-3013
llame a nuestra línea gratuita de preguntas y respuestas para inmigrantes para recibir información legal y referencias a recursos comunitarios de bajo costo.
Tel. (408) 453-3017
Tel. (408) 453-3013
San Jose Office
M-F 9:00 am - 5:00 pm
1415 Koll Circle, Suite 108
San Jose, CA 95112
Phone: (408) 453-3003
Fax: (408) 453-3019
Email: firstname.lastname@example.com
Central Valley Office
2904 N Blackstone, Suite 202
Fresno CA 93703
Phone: (559) 840-0005
Fax: (408) 453-3019
© 2014 SIREN | By Blum + Sullivan Design