The structure of the groupThe Virgin group is a network of companies linked by the “Virgin” brand. Virgin does not operate as a single unit. Richard Branson, president of Virgin Atlantic, was responsible for the corporate strategy of the entire group. Virgin Group Holding was at the head of the group and held its shares. The companies were managed by Virgin Management. Virgin had decentralized management and exercised control over all operating companies by having representatives on each company's board of directors. In London, Sydney and New York, Virgin's management office had around 30 investment professionals organized into seven teams. These professionals served on the boards of directors of four or five companies. In addition to this, the strategy manager was made up of 30 professionals who followed the new initiatives. Through licensing agreements, Virgin has sought to protect the brand. Agreements have been made with terms and conditions signed by all the companies that have bagged the Virgin name. Virgin's brand, HR and marketing teams were in regular contact with all operating companies to help and monitor day-to-day activities. In the past Virgin has not faced many problems with how operating companies used the Virgin brand. The importance of rejuvenating the brand and business has been well understood by the operating companies. Whenever a new company launches, Virgin typically places five to six people in the new management team to ensure the company only has people who know the business. Even in cases where Virgin did not hold majority shares, the licensing agreement would be negotiated by Virgin such that it had the right at least to appoint the CEO. Virgin Media ca... middle of paper... appoint new people. This informal incorporation was virgin culture. All these values ​​were completely influenced by Richard Branson's management style, hard-working spirit, commitment to customers, sense of fun and eccentricity. The Virgin Group has created an atmosphere in which talented people are motivated to produce the highest levels of performance. The work environment has always been anti-corporate and informal. Virgo culture was often called “pop culture.” Although the culture was informal, Branson expected very high levels of commitment and required long hours. Branson sponsored weekend getaways and parties. The strong culture and bonds compensated for the lack of organizational structure. Employees were given adequate freedom to generate new ideas, commitment and enjoyment. This corporate culture fostered teamwork and entrepreneurial spirit.