Analyzing The Company 'Transformation Process For Interface'

Transformation Process for Interface
Michelle Borden
BAAS 355
February 15, 2015

Interface, a company selling a popular product from Europe, carpet tiles, was founded in 1973 by Ray Anderson. These carpet tiles, and this company, flourished and succeeded in the United States market. Interface, as a company, went through vast changes to implement new sustainability ideas and values as a company. Through this transitional phase, the transformation process can be seen in various areas and ideas. “When organizational members embrace sustainability as a foundational value, it defines and directs all decisions and behaviours” (Amadeo, 2009). The transformation process brought about many different changes within the company, and

In this stage, the company begins to engage in activities that will further develop the ideas and opinions that were founded in the awakening stage’s vision. They will create an action plan for the company to follow. Since this was an innovative idea, there was not much research and help to be found by other company’s policies. Because of this, Interface had to work extra hard to do their own research and find the way to get ideas and answers. Their searching and researching lead to the development of what is called “Dream Team” (Amodeo, 2009). This team of leaders, and others who also were searching for answers, led to a new way to measure and complete this transformation. The company’s team came up with what was eventually known as “the Seven Faces of Mt. Sustainability.” The progress measured was separated into seven different categories: “waste elimination, benign emissions, renewable energy, closing the loop, resource-efficient transportation, sensitizing stakeholders, and redesigning commerce” (Amodeo, 2009). The company set a deadline and timeline that they would put their energy, time, resources, and money into, and would eventually reach their ultimate goal and vision. Because of the plan, and the leaders, the company was ready for the next phase of

This stage is where the ideas and the plan are put into action and are embedded in the everyday actions of the company. People slowly began to understand the changes and the reasoning behind them and they all eventually got on board with the plans. Metamorphosis, in this instance, was “driven by a growing belief in the values of sustainability” (Amodeo, 2009). Anderson knew that this transformation was not only viable for the environment, but it was also a smart decision economically. Interface, and Anderson, received much applause and commendation for making this change. The metamorphosis stage leads to the final