Mimi, Zappos Customer , September 6, I was looking for a comfortable and stylish pair of walking shoes to travel with and after many different trials, these were a clear winner.
The platform and leather straps gives in a stylish look and the footbed is really comfortable. I'm in my twenties but have a bad knee from ACL repair, so its really hard to find supportive shoes i can walk in all day. The straps keep your foot in place so theyre not sliding around and the platform footbed is incredibly comfortable.
My only complaint is that theyre not half sizes and the shoe runs small so if you're a half size, order up. I think some leather conditioner should repair this but I havent tried yet. Overall, if you're looking for a cute, comfortable sandal, this shoe is amazing! Michelle, Zappos Customer , August 23, Loved this sandal, but returned realizing the sandal was stretched out and worn. Will consider ordering in black if size is still available.
Pat, Zappos Customer , August 11, The construction and quality of this sandal is marred by the elastic band across the top of the foot. Appears to have been placed there as an afterthought. Anonymous, Zappos Customer , July 14, These fit great! I am extremely hard to fit and these shoes felt fantastic right out of the box. No rubbing and I can walk all day in them literally, all day -- very, very unusual for me.
Got lots of compliments on them, too. I wore them much of the time on a trip and ended up choosing to wear them instead of my running shoes or my Blundstones -- crazy for me. Definitely try these! Anonymous, Zappos Customer , June 28, I love this show!
So comfortable and cute. I love zappos too!! Connie, Zappos Customer , June 20, Like walking on clouds! Good for lower backs and knees. Wear with dresses or pants, Length of sandal is perfect so I am not catching the front of sandal on stairs because the toe area is too long. Buckle instead of velcro. I prefer buckles bc velcro wears out and slips. Nice quality leather. Btw, I have medium width foot with front of foot slightly larger than heel.
I have high arches but the mild arch support in this shoe works for me. I am back to get other colors. On the surface, it doesn't look as though everyone is welcoming the new organizational operating model. As the Holacracy pilot concluded at Zappos, the "new" organizational model was to be fully implemented to begin the year.
Some three months into , however, Tony issued a 4, word email to Zappos employees that contained three main messages:. Wasn't this the culture of an organization where customers consistently rave about their "wow" experiences? Wasn't this the culture of an organization that equally serves purpose with profit, relentlessly focusing on the customer experience? Quite simply, wasn't this the culture of an organization that had figured out the link between an engaged workforce and a "purpose with profit" bottom line?
By April 30 deadline day for those to get on the Holacracy bus , Zappos employees took up Tony's new "offer" and accepted a severance package of at least three months in wages as well as benefits. When I was on my tour at Zappos earlier in , I brought up Holacracy on several occasions with various employees I came into contact with.
And my experience at Zappos was several weeks before Tony's long email. The organization seems nonplussed about the number of exits. Coincidentally, I had begun reading the book in early March, so the timing of Tony's email was impeccable. Through the use of several case studies, Laloux works his way through a series of organizational structures which, in his view, are representations of different and historical organizational designs.
Each type has been branded as a colour. For example, a "Red" organization what he also coins "impulsive" was formed some 10, years ago, one that is led by a "power chief" who is ruthless and uses fear as the motivating glue in all operations.
Authority in this case is very commanding, citing historical examples like tribes and more recent examples like the Mafia and street gangs as "Red" organizations.
He used the wolf pack as a guiding metaphor to depict these types of firms. A "Green" organization coined "pluralistic" by Laloux focuses on empowerment and values-driven culture. The guiding metaphor for a green organization as described by Laloux is "family. But the crux of Laloux's thesis is that organizations should reinvent themselves toward a "Teal" colour -- the evolutionary model, as he describes. Evolutionary-Teal organizations reveal three breakthroughs:. Personally, I found the book to be reverse engineered.
Dave Snowden went further, and referred to it as, "the most trivial management book I had read in a long time. The case studies used did seem to define Laloux's so-called "Evolutionary-Teal" organization rather well, but self-management, wholeness and evolutionary purpose as a basis for business reeks of cultist cuteness, not an organizational design model that delivers both profit and purpose.
Any organization looking to shift to "Teal" might want to first start with their existing operating culture. What types of attributes are embedded into existing leadership practices and models? Should they be redefined? How do teams operate with one another? How do leaders treat their employees? Their customers? What systems and processes are in place to expedite ideation? What frameworks and technologies are used for employees to collaborate with one another? It's no secret millions of employees remain disengaged, if not disenfranchised at their places of work.
But for an organization to shift from "command and control" to "evolutionary-teal" misses the chance to create a more engaging, connected and collaborative organization with existing structures.
Moving from a very hierarchical and "command and control" environment to the Teal colour is not for the faint of heart. In terms of Laloux's book, I found it very difficult to envision companies in today's ultra-competitive and stock-market centered world to shift to such an operating model.
Not at all. Tony Hsieh mentioned in his long email to employees that he had discussed the book with the Reinventing Organizations author himself over a Skype call. He encapsulates his discussion with Laloux into two main points, as a basis for introducing Holacracy and self-based management. To do that, Zappos would need to find call center reps elsewhere. Hsieh and his team realized that customer service should permeate the whole company, not just one department.
He calls the Zappos reps the best in the world. In search of high-caliber employees to staff its call center, Zappos relocated the entire company from San Francisco to Las Vegas in One of the most significant came in early , over lunch at Chevys, a chain Mexican restaurant in San Francisco. Zappos was then nearly five years old. At first I thought that selling shoes online sounded like a poster child for bad internet ideas.
What had started as just one of several dozen angel investments ended up as a job: By I had joined Zappos full-time. But for most of those years we had been short of cash and struggling to cope with growth. In early our biggest problem was customer service—specifically, finding the right employees to staff our call center.
We receive thousands of phone calls and e-mails every day, and we view each one as an opportunity to build the Zappos brand into being about the very best customer service. Our philosophy has been that most of the money we might ordinarily have spent on advertising should be invested in customer service, so that our customers will do the marketing for us through word of mouth.
But that requires the right staff members—and our inability to find enough dedicated, high-caliber customer service reps near our San Francisco headquarters was turning into a huge problem. We initially considered outsourcing it to India or the Philippines, and we met with a few outsourcing companies.
We got the whole sales pitch and listened in on sample calls. You could tell on the ones from India that the people talking were from another country.
How would they be able to help a customer who asked, say, for shoes like the ones Julia Roberts wears in Eat, Pray, Love? That system never worked very well. So we stopped drop shipping and began buying inventory from manufacturers, but we outsourced the warehousing and shipping to a separate company in Kentucky. As an e-commerce company, we should have considered warehousing to be our core competency from the beginning. Trusting that a third party would care about our customers as much as we did was one of our biggest mistakes.
So we agreed that Zappos employees would staff the call center. But finding them in San Francisco remained a problem. One option would have been to set up a satellite call center, staffed by Zappos employees who were operating someplace far away.
If we were serious about building our brand around being the best in customer service, customer service had to be the whole company, not just a single department. We decided we needed to move our entire headquarters from San Francisco to wherever we built the call center, whose staff we had recently named the Customer Loyalty Team, or CLT.
We talked about lower-cost cities where housing would be cheaper and there would be a bigger supply of workers who might think being a phone rep for a fun, growing company was a viable career choice. We did a lot of research into real estate, wages, and the cost of living in various cities, and we narrowed down the list of possibilities to Phoenix, Louisville, Portland Oregon , Des Moines, Sioux City, and Las Vegas.
Over lunch that afternoon at Chevys, we talked through our choices. Could the company afford the huge costs associated with moving its staff? How many of our employees would be willing to relocate to a new state? Would the potential upside be worth the disruption to our young company? What would be the best decision for our culture?
In the United States we offer free shipping both ways to make transactions risk free and as easy as possible for our customers. The additional shipping costs are considerable for us, but we view them as a marketing expense.
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