What was the why behind the what?”The language we came up with was “lead industry to love the world.” Our role is to help others discover how we can help people and the planet. You can’t have freedom without responsibility, because ultimately we have to deliver on our value-creation agenda.That’s what I’ve tried to do with Interface: make sure both pieces are working well.
The founders were very religious, and we couldn’t use that in today’s world, being a global company. Now obviously you have to sort through all the different truths to find the ones to shine the light forward. That was the journey to say, “Okay, there’s a big problem in the world and we can make a difference.” That notion of helping raise the standards for others became our sense of purpose, and we articulated that.When you say, “We’re going to make a difference, we’re going to help save lives around the world” — that brings people to the office with a sense of motivation so much more powerful than previously.JG: When I joined American Standard, it was a company in crisis. We make toilets for a living.”I do try to explain some of the tradeoffs we might make. I wasn’t aware of the global sanitation crisis, but when that was unveiled to me, I thought, “There’s a place we can make a difference. With Interface, we were fortunate in that when Ray Anderson was still alive, he had voting control of the company.
By the end of the 1880s Western Union had no real competitor in the two important businesses of railroad telegraphy and sending Associated Press stories to member newspapers. It was met with tears of joy, with standing ovations, and with excitement from our colleagues around the world.JG: By definition, since we’re still working at the company, it worked, it succeeded. View Jay Gould’s profile on LinkedIn, the world's largest professional community. For me, I found it was about Then in November of 2002 I had a lunch which changed my life, with a gentleman by the name of Joey Reiman. Jay has 2 jobs listed on their profile. Yashi became a location-focused advertising platform that targeted mobile and web video advertising. An important outcome of the work we do has to be value creation for our shareowners, but also for other JG: Doug Daft became the CEO of Coca-Cola [in 2000] at a time when Coke had lost its way. Now I have to make it economically viable. “About 15 years ago,” he says, “I got serious about what I call the purpose-driven transformation of companies.” From within some of America’s most mainstream organizations, Gould, who started as a marketer, perfected a formula for brand success that involves investing in a mission that transcends just making money — and watched traditional success follow. We put that to film. We started our sustainability movement back in 1994, and in 2000, we articulated a vision — we called it Mission Zero — that by the year 2020 we would have no negative impact on the Earth. As an example, we just started about a year ago on this new mission, and in that first year, the R&D team brought forward that carbon-negative carpet tile. I did this with the brand Graco, which makes car seats and strollers. I did dozens of town hall meetings to articulate the purpose and the new mission [Climate Take Back, which aims to reverse climate change by “bringing carbon home” out of the atmosphere]. Now he’s poised to help Interface make good on its commitment to inspire other businesses to make a difference in the world — with his hard-boiled credibility that’s hard to ignore. We have been able to elongate the strategic conversation.JG: First of all, you have to recruit board members who take a perspective that purpose-driven companies ultimately do outperform their peer sets. At Interface, we’ve been fortunate enough to work with a board on longer timeframes. Darwin et les grandes énigmes de la vie (Ever Since Darwin, en anglais) est un livre de vulgarisation scientifique de Stephen Jay Gould.Il s'agit du premier tome de la compilation des essais parus dans la chronique This view of life du mensuel Natural History.L'édition originale en anglais a été publiée par W. W. Norton & Company en 1977 à New York.
He is a member of the Rowan University Entrepreneurship Program Advisor Council (ENTAC). His most notable win to date came at American Standard, which he rescued from the edge of bankruptcy.Jay Gould: [In the ’90s,] I worked for this CEO, Roberto Goizueta [at The Coca-Cola Company], who’s legendary in terms of value creation in business. We’ve been fortunate to weave that into the DNA of our board.Number two, I believe it’s going to take some board Interface has a very enlightened board, and we talk about creating value for multiple stakeholders, including employees, our customers, and the environment. Part of the hard work, the JG: Absolutely. Jay Gould: [In the ’90s,] I worked for this CEO, Roberto Goizueta [at The Coca-Cola Company], who’s legendary in terms of value creation in business. Give people freedom to explore, to accomplish, to grow. The employees had lost some of the passion for the business because we couldn’t articulate the why behind the what.I sent a small group of engineers to Bangladesh for five weeks to figure out whether we could help, unleashing the creativity of our engineers onto this problem. He was able to attract board members who took a longer-term perspective, and we still have some of those people today. There, it was about rediscovering the truth of Margaret Rudkin, the woman who founded the company in 1937.
How’s that for a nightmare?JG: My organization. We are taking on global warming. Businesses don’t all have one singular purpose, so it’s great that more and more businesses are becoming purpose-driven and collectively taking on different challenges. Jay D Gould is Former President/CEO at Interface Inc. See Jay D Gould's compensation, career history, education, & memberships. Freedom and responsibility are very powerful organizational enablers.
Purpose and performance lead to sustainable success.JG: Business is the most powerful entity in the world, and businesses need to take a long-term view about the health of the world. Obviously, I did. At a recent tradeshow, we unveiled our “concept car,” if you will: a carbon-negative carpet tile. He asked a group of us to try to rediscover what made it a great company. https://www.thoughtco.com/jay-gould-notorious-robber-baron-1773957
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