Page 44 - How to Drive the Bottom Line with People

Built to Serve

correlates with its success over the long term because
he has spent years analyzing companies with service-

oriented cultures. Cawood shared his knowledge of
Medtronic during a strategic session with our
executive team in which we examined best practices.

Dr. Cawood told us that he had spent a lot of time
talking to Medtronic’s rank-and-file employees, and
that those conversations had revealed a powerful
conclusion: Medtronic’s employees had their own
perceptions of their contributions to the company.

They did not see themselves as producing heart valves.
They unwaveringly believed they were saving lives.
20
= In a tangible stroke of brilliance, Medtronic

capitalized on that perception, creating an annual
event where employees could meet patients who
were alive because of transplanted artificial hearts
containing Medtronic technology. That realization
allowed Medtronic to provide a context of higher

purpose for its workforce, resulting in focused and
fulfilled employees.

edtronic is among a minority of organi-
M zations in its commitment to a people-cen-
tered culture. The majority of organizations continue