Whole Foods Culture Notes

Teams compete against their own goals for sales

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than from headquarters, and it comes in the form of internal competition. Teams compete against their own goals for sales, growth, and productivity; they compete against different teams in their store and against similar teams in different stores and regions. This competition is a major reason why performance information is so available. It becomes the gauge by which every team can measure itself against every other team The main vehicle for competition at Whole Foods is an elaborate system of peer reviews through which teams benchmark each other Store Tour - he touring group includes regional leaders, store team leaders and associate store team leaders, and leaders from two operating teams (say, grocery and nutrition) who work intensively with their colleagues in the store. The tour is a two-day mix of social interaction, reviews, performance audits, and structured feedback sessions. The TCS review ("The Customer Snapshot ") is another key exercise. Ten times a year, each store is toured by a headquarters official or regional leader and rated on 300 different items. Unlike store tours, the TCS is a surprise inspection. It lasts a full day, and the ratings carry great weight inside Whole Foods. Once a month, every store's TCS results go to every other store. The ratings become yet another way for stores and teams to compete with each other. 'hiring vote', which empowered existing team members to choose the new recruits to their teams. WFM was also  known for disclosing vast amounts of critical financial information to employees at all levels, and for encouraging team  members and leaders to take decisions at the team level based on this information. 
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