Performance, too, is determined by committee at Gore, in a process that makes 360-degree feedback seem like a walk in the park. Every year, each team ranks every member relative to all of the others on the following question: “Who has made the biggest impact on the enterprise?”
Kelly says the question is deliberately left undefined, so that some people interpret it as being about managing others, while others see it in terms of new products, revenues growth, or innovation. All of the rankings are sorted through by a group of “contribution committees,” who use the rankings as a basis for compensation. The process, called “impact times effectiveness,” works, says Kelly, because it feels fair.