In today’s hypercompetitive business environment, the difference between thriving enterprises and stagnant organizations often comes down to one critical factor: corporate culture. Few executives understand this reality better than Jack Truong, whose three-decade career transforming underperforming businesses has been built on dismantling what he identifies as the greatest detriment to organizational success—siloed workplaces.
“Siloed workplaces may be the biggest detriment to building a culture of success,” Truong explains. “They are inefficient, deter collaboration, and prevent the company from understanding and then responding quickly to market changes and shifts in demand.”
Throughout his tenures at corporate giants including 3M, Electrolux, and James Hardie, Truong has developed a reputation for revitalizing corporate cultures by fostering environments where cross-functional teams collaborate rather than compete. His approach, which he calls “The foreman and Norman,” establishes open communication channels where all team members can voice their opinions before leadership makes final decisions.
“You want to create the environment at the beginning where all people voice their opinions and voice their questions, concerns, and then so that you get everything out,” Truong elaborates. “You’ve got to allow people to have the opportunity to voice their concerns, their opinions. But then at the end of that period, the CEO has to make the final decision.”
This philosophy has been instrumental in Truong’s success, as detailed in BOSS Magazine’s profile on his consensus-building approach. By creating an inclusive environment that values diverse perspectives, Truong ensures that employees feel invested in the company’s vision and strategy.
Truong’s leadership methodology extends beyond simple consensus-building, however. As featured in CEO World, he consistently applies the 80/20 rule to identify and focus on the 20% of factors that drive 80% of a company’s value. This focused approach allows teams to align around clear priorities rather than becoming distracted by less impactful initiatives.
“As a CEO, you have got to make sure that you directly communicate with the leaders of each one of these critical functions and ensure they come together in saying: ‘This is our strategy, and this is how we are connected and how we are going to execute it together,'” Truong emphasizes.
The results of this approach speak for themselves. At James Hardie Industries, Truong’s cultural transformation contributed to a remarkable 370% increase in market capitalization and an 85% rise in net profits within just three years. His insights on business transformation have earned him recognition as one of the Elite Influencers to Watch in 2024.
Truong recently shared additional perspectives on corporate leadership in a podcast with The Street, demonstrating his continued influence on business thinking.
What distinguishes Truong’s approach is his emphasis on empowering employees while maintaining clear leadership. “Above all, it’s crucial to lead by example and empower employees to take ownership, as well as accountability. This will foster a positive company culture,” he notes. “It’s also equally important that leaders make the tough decisions at the right time to ensure the whole is always greater than the sum of the parts.”
As organizations continue to navigate increasingly complex market conditions, Truong’s insights offer valuable guidance for leaders seeking to break down silos and build unified, effective teams. His career demonstrates that when employees buy into a shared vision and understand how their roles connect to broader objectives, the potential for transformative growth becomes limitless.
