Gore is an industrial conglomerate based on the development of products derived from fluoropolymers, among which the Gore-tex textile material stands out. The company employs over 10,000 people and has adopted self-management practices when it was founded in 1958.


Research Summary


This research, profiling W. L. Gore, was carried out by Marina Martínez López and supervised by Professor Ana Moreno Romero at Grupo de Investigación en Organizaciones Sostenibles ETSII–UPM. Masters Thesis: Analysis of new organizational models and trends in self-management. Full Thesis.


Scheme of self-management Parallel teams  Value Chain Long
Type of previous organization Founded with self-management principles
Keys to success
  • Self-managed multidisciplinary teams dedicated to the development of a product.
  • Dynamic structure: teams dissolve at the end of projects, freedom to start a new project, if an employee identifies an opportunity.
  • Reticular structure formed by the relationships "peer to peer", of equal to equal, between the different teams.
  • Leader of each team, business unit or section chosen for its ability to get followers, generate trust and admiration in their peers: fulfilment hierarchy
  • Role of the leader: motivate and advise colleagues to make the project a success, like a coach.
  • Hiring for large areas of the company, subsequent integration into projects where the employee feels that provides a differential value, depending on their capabilities and interests. The sponsor support at these tasks.
  • Role of the sponsor: facilitates the adaptation of the employee to the new way of working, his/her inclusion in projects aligned with his/her interests and abilities and the fair recognition of his/her work.
  • Retribution system based on a ranking prepared by the 2030 colleagues who work together on day-to-day, based on the contribution of each to the success of the company.
  • Participation of employees in the ownership of the company.


Obstacles or inconveniences identified by organizations



 Disadvantages perceived making the case
  • By maintaining a structure with intermediate leadership based on a hierarchy of fulfilment, possibility that these leaders behave in the long run as chiefs in traditional structures.
  • Sensation of injustice in the recognition of the work done within the teams by one of the employees.
  • The team structure does not seem to apply to staff functions, which, although reduced, continue to exist: inhomogeneous structure.


 CEO´s roles
  • The Gore family, especially Bill Gore, promoted the company's organizational form, with the main objective of promoting innovation. He allowed employees to ratify him voting their continuity in front of the company, constituting an internal model of the innovative form of organization.
 Wholeness  No  Evolutionary Purpose  No


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