Page 26 - 100 Great Business Ideas: From Leading Companies Around the World (100 Great Ideas)

S TEELCASE

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and creative products are to be developed (man-
drielliellt innovation). However, physical closeness alone
does not generate cooperation and innovation. The show-
piece building is more than just a flashy shape. Steelcase's
idea is that everything that happens there is work, from
coffee breaks to board meetings. Every inch of the build-
ing is dominated by a light and airy central atrium, called
the town square. There are exterior terraces where people
can work or eat. Coffee-break stations have marker
boards to promote open exchange of ideas, and there are
"caves" where individuals can go for solitude.

The new building is already inspiring its employees. The
company has introduced a sleek new line of furniture,
the Context line (product innovation). In the words of
James C. Soule, vice-president of the international divi-
sion, "The bottom line for us is whether we produce bet-
ter products." Steelcase is improving its already high
quality and cutting costs by adopting autonomous work
teams, investing heavily in plant and equipment, and
performing work re-engineering (process innovation). A
71-foot pendulum, computerized to follow the sun, has
been installed as a symbol of the company's commitment
to continuing change. A video about the firm touts its
new innovative spirit (marketing innovation).

Sources: Jana Schilder, "Work Teams Boost Productivity," Personnel Journal(February 1992),
pp. 67-71; Michael A. Verespej, "America's Best Plants: Steelcase," Industry Week (Octo-
ber 21,1992), pp. 53-54; John A. Sheridan, "Frank Merlotti: A Master of Empowerment,"
Industry Week (January 7, 1991), pp. 24-27; Allen E. Alter, "The Corporate Make-Over,"
CIO (December 1990), pp. 32-42; John A. Sheridan, "World-Class Manufacturing (Part
1)," Industry Week (July 2,1990), pp. 36-46; and Gregory Witcher, "Steelcase Hopes Inno-
vation Flourishes Under Pyramid," Wall Street Journal (May 26, 1989), pp. 131, B8.

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