Today, there is a greater need to innovate so our customers are equipped with the best products, and they’re able to rise to the challenge of producing more crops with less resources. This means staying on the cutting edge of precision, automation, and digital platforms to increase performance.
Today, more than any other time during my 44-year career at John Deere, I see the power of the John Deere Strategy to deliver sustainable outcomes for our customers, employees, investors, communities, and the world.” – Samuel Allen, Chairman & Chief Executive Officer
Managing our assets and operating margin to generate an operating return on assets greater than our cost of capital – or what we call “Shareholder Value Added” – is the foundation on which we build sustainability. Without operating a successful business, we could not pursue our higher purpose.
Setting new industry standards for manufacturing and supply excellence is vital to the sustainability of our business and the outcomes we aspire to achieve. Our employees in manufacturing and supply management are constantly on the lookout for safer, more efficient ways to work, as well as the suppliers who can help achieve that.
At John Deere, quality is one of our core values for a reason. Through distinctive product quality, we build our brand, differentiate ourselves clearly from the competition, earn dedicated customers, improve our financial performance, and ultimately achieve our higher purpose.
To compete in dynamic world markets, John Deere must have a global workforce that is engaged, responsive, and unwavering in its commitment to deliver outstanding value, and flexible in adjusting to the changing needs of the business.
John Deere’s foremost responsibility is to operate a successful business, one that delivers on the remaining Foundational Success Factors. This allows us to fulfill our higher purpose in other ways, including through giving and volunteerism, political participation and product sustainability.