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  "documentTitle": "Building a Winning Culture",
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      "text": "Culture—the force that determines how people behave when no one is looking—is one such competitive advantage.",
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      "text": "revenue growth: 16%",
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      "text": "By visiting branches regularly and creating tip sheets on better customer-service techniques, Rotech's leaders evangelized the effort and celebrated its successes—another critical step in building a winning culture. The early results are encouraging. In May 2006, one year after embarking on the culture change and new growth strategy, Rotech reported 16% growth in its key products.",
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      "text": "But Rotech's employees were ready for a more meaningful connection with their customers. First, company leaders aligned the entire organization around Rotech's business priorities. They identified best practices in all the areas where employees “touched” customers and made those behaviors standard procedure. Then the COO, Michael Dobbs, instituted a comprehensive customer-service training program for existing employees and focused recruiting efforts on attracting service-oriented candidates. Dobbs and his team reworked job descriptions and tied incentive programs to customer-related metrics such as customer satisfaction surveys. “We Care about Patient Care,” the new slogan coined by CEO Philip Carter, became the company's rallying cry.",
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      "text": "No culture is forever, of course. Change requires commitment on the part of a company's senior leadership, and the job is never really finished. But the payoff is substantial. Little else in this age of globalization provides a company with an edge that competitors can't simply copy or buy. Culture—the force that determines how people behave when no one is looking—is one such competitive advantage. When people want to do things right, and want to do the right thing, companies have an invaluable edge.",
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      "text": "Dramatically shifting corporate culture can be a long, tough slog. But sometimes a company is ripe for cultural change. In the case of Rotech Healthcare, a Florida-based supplier of respiratory and other home healthcare services, frontline employees were hungry for a new culture—and the management team moved quickly to capitalize on the opportunity.",
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      "text": "Rotech's new leaders were brought in to run a company with high costs and poor performance. The critical first step was to become more efficient. But after cleaning up back-end processes, the company's revenues continued to decline in an industry that was growing 5% annually. Rotech's employees were so focused on operations, they had lost sight of what mattered most to the physicians and patients who were their customers: high-quality service.",
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      "text": "The change in focus from operations to service began to show up on the frontline. The old culture emphasized productivity, prompting drivers to move quickly from one stop to the next. Some drivers had not routinely paused to engage older customers in conversation. Rotech adjusted its productivity targets accordingly, providing extra time for each delivery specifically for customer service. Drivers soon began to spend extra time chatting with the customers. Those stronger relationships helped to identify opportunities for Rotech to provide additional clinical services, such as beds and wheelchairs.",
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