Building a high performance business culture: The JetBlue Story Daniel Denison David J Barger November 24, 2016

Why culture is so important

True confessions… It’s about culture. I could leave our strategy on an aeroplane seat and have a competitor read it and it would not make any difference. John Stumpf, CEO, Wells Fargo

Culture reflects the lessons over time Visible Symbols Lessons Survival Culture Underlying Principles http://www.youtube.com/watch?v=6_WAmt3cMdk

Rituals, Habits, and Routines We must  make  automatic  and  habitual  ... as many useful actions as we can. The more of the details of our daily life we can hand over to the effortless custody of automation, the more our higher powers of mind will be set free for their proper work. William James

Changing Culture By Changing Rituals, Habits & Routines Good Bad Preserve & Strengthen Invent Perfect Unlearn Leave Behind Rethink Try Again Old New

Identifying keystone habits

The change process Why is culture important to the performance of the business? Are the changes working the way we want? How can we best develop the culture? What is the implementation plan? What is the current state? What are the priorities for action? How do we create common understanding?

Overview of the model ADAPTABILITY Pattern, Trends, & Market MISSION Direction, Purpose, & Blueprint Are we listening to the marketplace? Translate the demands of the environment into action Do we know where we are going? Define a meaningful long-term direction INVOLVEMENT Commitment, Ownership, & Responsibility CONSISTENCY Systems, Structures, & Processes Are our people aligned and engaged? Build human capability, ownership, and responsibility Does our system create leverage? Define the values & systems, the basis of a strong culture

100 Year Old Mfg. Company “We’re a team, going down together” First in industry, but declining Trying to hold on to the past 1st time in 20 years failed to meet targets Targeted by competitors President operationally focused “We’re a team, going down together”

Linking Culture and Performance Higher culture scores translate to better value creation and return Bottom 30 Companies Top 30 Companies EBITDA Growth *Six portfolio organizations were excluded based on outliers in EBITDA growth. One portfolio was in the middle of the top/bottom breakout. EBITDA Outliers Contessa – (-11655%) [Sold] Wabash – 1009% [Sold] Trulite – 628% Aclara – 344% Dreams – 294% BTX Group – 240% -1% 17% Sales Growth -4% 6%

Culture and Performance

When is High Consistency Bad? When Involvement is low, high Consistency will likely lower an organization’s performance. When can high Consistency be detrimental to an organization? Keep in mind that high consistency is an organization’s ability to repeat an action or practice over and over with little to no variation. Research shows that high Consistency can negatively impact an organization’s MtB ratio when Involvement is low. Notes: From a sample of 137 publicly traded organizations. The MtB ratio was calculated from financial information in Standard & Poor’s Compustat database.

The main event The Story

Discussion Thank You!