B ecause of this truth, the Double D, Double M process changes with every employee and at different points in their careers. Another strong point SAS makes with regards to all of employees is that in order to sustain a culture that stresses internal cooperation, the organization is willing to let people go who do not fit the style. SAS Leaders, Customers, Business SAS Institute s vision is not only to be number one with their employees. Their goal is to also be number one with customers and number one in their market. One way SAS has been successful in sustaining this type of workforce is by making every manager a working manager.
All managers do a job as well as manage others.
By knowing and doing, the executives and managers gain much credibility among the employees. Having intimate knowledge of the inner workings of the organization makes the possibility of being misled less likely. Customer satisfaction is another key to SAS Institute s success in their market. In order for SAS to receive revenues, it is imperative that a given customer keeps renewing its contract. To ensure customer satisfaction, and renewal of licensing, SAS has gone to lengths to provide their customers with the best services and products possible.