This strategy allows for maximum flexibility. It's surprising that an industry with complex manufacturing processes doesn't have a command-type structure. Lincoln was lukewarm on unionism and unions. Their position is clear and I believe anyone who disagrees with their philosophy will respect the company's point of view. James Lincoln himself criticized the labor movement for "selfishly trying to improve its position at the expense of the people it should serve." On a very positive note, employees earn approximately 50% of the company's stock. Leaders do not benefit from special privileges. For example, the president of the company pays for his own meals and eats in the cafeteria. Conclusion Lincoln enjoyed 121 years of success because of its founding organizational culture. Over the decades, Lincoln acquired several companies. The question is how their strong, detail-oriented culture penetrated other companies during mergers. It has been a win-win environment for management, employees and stakeholders. Obviously, the customer benefits from extremely important products at competitive prices, even in the era of robotic engineering. The Lincoln case study has a lot to teach us about the POCL (Planning-Organizing-Controlling-Leading) framework. Corporate culture is coming together, and for Lincoln, it all goes back to