Brand
GAP Culture
GPS
GAP Basics
RECAP
100
Who are the founders of GAP Inc. in San Francisco in the summer of 1969?
Donald and Doris Fisher
100
What was the former company culture of GAP Inc?
“Too nice culture”
100
What was a key administrative savings strategy?
Eliminating 130,000 hours of administrative documentation
100
List any two successful strategies during piloting
Cultural shift, administrative savings, and reduction in complaint calls
100
What is the tittle of this case study?
Gap Inc: Refashioning Performance Management
200
This is the acronym for Gap Inc.'s new performance management philosophy and process, standing for Grow, Perform, Succeed.
GPS
200
Describe the company’s initial problem with the employee feedback system
Feedback was infrequent, informal, and uncomfortable
200
How much money was saved from administrative savings?
3.3 million dollars in payroll savings
200
What is the vision of GAP Inc.?
“To be a high-performing, globally recognized family of brands that inspires authentic self-expression and shapes culture.”
200
List any two GPS Machanics Pillars
Performance standards, Goals, Touch Base and Rewards
300
How many core brands were there in 2015?
Five
300
An objective of the GPS was to shift the company’s culture to “nice and honest,” encouraging open and honest feedback. Why was this cultural shift crucial to the company?
Before a proposed shift, the communication was too nice. This encouraged less candid (truthful/straightforward) performance discussions.
300
Was there a reduction or increase in HR employee complaints?
Major reduction- Only 1 complaint during piloting
300
What is the mission of GAP Inc.?
“Our brands inspire authentic self-expression through our products and experiences, moving people, communities, and fashion forward.”
300
True or False- There was no payroll savings as a result of the pilot test.
False
400
In 2015, how many countries did GAP operate in?
Fifty
400
Which GAP Inc. location and staff were utilized for the pilot testing?
The GAP Inc Headquarters Staff
400
Which aspect of piloting were employees most confused about?
The new bonus allocation process
400
What was prominent in GAP’s timeline in 2013?
The company had weathered difficult times since the Great Recession
400
What was the reslut of annual only feedbacks?
Limited Growth Opportunities
500
List any three of GAP Inc.’s five main brands
GAP, Old Navy, Banana Republic, Athleta, and Intermix
500
What was the duration of the pilot test, and were the results from the test promising?
18 Months
Very Promising
500
What was the fundamental issue with rolling out the new framework worldwide?
The pilot was conducted at the GAP headquarters, and there were concerns that the retail floor workers would not adapt seamlessly.
500
What was the mandate for change?
Redesign PM to drive culture, accountability and performance
500
Is this Gap's most recent logo?
NO!