Word: shared
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Dates: during 1990-1999
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...traffic is limited. But the idea that a successful corporation should enrich not merely its executives and big stockholders but also a fair number of ordinary line employees is (although not unique to Microsoft) potentially revolutionary. Wealth is good. Gates has created lots and has been willing to share...
Alfred Sloan literally wrote the book on managing large organizations--My Years with General Motors. No large company is untouched by his concept of decentralized management. He came into a GM that was cash short, chaotic and nearly bankrupt--Ford had a 60% market share--and brought discipline to a sprawling company, clearly defining the issues of planning, strategy and organization. He mastered the concept of market segmentation--Chevrolets for Everyman, Cadillacs for the wealthy--to better target GM's sales and avoid internal competition, a strategy that left Ford behind. Sloan also understood what managers today call "consumer insight...
...Coca-Cola, proved that there is no such thing as a mature business. His critical insight was an ability to define exactly what business Coke was in--a task that is far harder than you think. For instance, he taught his executives that when they set goals for market share, they needed to focus on the share of stomach, not the share of carbonated beverages. His adversary was water, not soda. By this definition, Coke's 40%-plus market share became 3%, changing the company's view of growth. He then redefined the term global for a company that...
...these four share common traits other than their leadership and superb business acumen? Yes. They were curious folks and hence lifelong learners. And they paid attention to people, realizing that the potential of any enterprise hinged on giving subordinates the maximum opportunity to succeed. Even in the 21st century, these characteristics will still be required of great managers...
...considered compliments. Little wonder, then, that a hectare of executives contains fewer kooks than just about any other sampling of humanity. Compared with poets and philosophers, bankers and industrialists have been relatively late adopters of berets, ferrets and home brewing. Yet, even so, the century has hatched its share of "true originals"--some of whom won fame and fortune, others who left only a gaudy afterglow...