But These Businesses Are Not Communes

But These Businesses Are Not Communes

But These Businesses Are Not Communes

Copyright © 2024 by Erin Callas

All rights reserved

TABLE OF CONTENTS

CHAPTER 1 : I ASKED HIM WHY.

CHAPTER 2 : A SECRET WEAPON TO ATTRACT CUSTOMERS

CHAPTER 3 : KNOWLEDGE

CHAPTER 4 : THAT'S BECAUSE DOCTORS DIAGNOSE

CHAPTER 5 : SO LORE PICKED UP THE PHONE AND CALLED AMAZON.

CHAPTER 1 : I ASKED HIM WHY.

All of these companies sound like really great places to work, he said. They are almost giant communes."

I was lifting weights and almost dropped the weight on my chest. What the hell do you mean by commune?, I scolded him as I put the weights back on the rack: "These are some of the most profitable companies in the world. That is why they are mentioned in this book. And what is this trash commune?

Because I am a conservative businessman who condemns anything other than capitalism, I see the commune model as a place where drug addicts wearing sloppy sandals hang out with hippies. Listen to the flute playing and jump up and down in the meadow.

Noah said: Think about it. He first wrote about the importance of culture at these companies. But for most American companies, what is culture? It's greed.

Then he continued: Other chapters talk about trust and respect, listening and letting employees contribute, paying in groups instead of individuals, systematizing everything, eliminating waste. costs, creating a balanced environment. They sound like wonderful communes to me.

I can imagine how the enthusiastic leaders of these businesses would react to Noah's analogy. Yet this comparison fascinates me. And not long after, several readers still in college reinforced this.

These companies are great. How did you find them? is the response with the most agreement.

Many people are as disgusted with corporations as I am with communes. The press was full of reports about Enron being crushed, WorldCom being a fraud, Kmart going to pieces, and CEOs of money-losing companies still paying themselves multimillion-dollar bonuses. So to some people, the companies described in this book may sound simple.

But these businesses are not communes. They are pragmatic and profitable companies, led by humble individuals whose egalitarian values support the company's goals. Leaders of great companies know that a good compensation is one in which everyone wins.

In short, here are the rules that defy conventional wisdom and are enforced by the unconventional leaders of the world's most productive businesses.

12 rules for turning less into more.

Start with a simple statement. Don't allow anyone – including yourself – to taint it by complicating it. If it's already complicated, simplify it;

Spend time building a culture, not a business model – a culture that is grounded in truth, honesty and respect. Be sincere in living according to those values;

Make sure the entire management and executive level believes and practices all of the things outlined in this list or get rid of them immediately. They weren't necessarily bad people, but they were certainly inappropriate;

Ask the question LDKDCĐĐĐNLG – What is the legitimate business reason to do this? – for any decision you intend to make. Don't fool yourself;

Eliminate perks for senior personnel. They earned enough money to pay for their pleasures. Class distinction will make people jealous of each other;

Make a pact that layoffs or headcount reductions will not be used as a cover-up for bad decisions, poor judgment and management malfeasance;

Teach people business knowledge and help them understand the direct connection between their own work and the financial health of the business. If direct contact cannot be established, retain employees but eliminate positions;

Place employees into groups and pay the group based on what they make, produce, sell, or serve. Let peer pressure weed out those who are not strong enough;

Turn each function into a system and clearly outline the process. Then continually ask the same employees how to eliminate waste and improve the system better;

Quickly deploy new processes and execute them iteratively, each time eliminating more waste;

Keep your competitive spirit and keep scoring points. That will keep things fun;

Adopt technology, but don't rely on it as a competitive advantage. Everyone else can use the same technology.

An invitation.

If you ever attend one of my talks or presentations, please take the time to introduce yourself and spend a few minutes with me. I am truly thrilled to meet my readers, understand more about what you think and listen to what you have to say.

And finally, I invite you to visit my website: Jennings-solutions , where you will discover an entire account devoted to the topic of Less is More and have the opportunity to participate in an interactive discussion our weekly on this topic.

Sending you the best.

THANK YOU

K

While writing this book, I was very fortunate to have the opportunity to gather information and work with a dream team of people who shared my guiding principle, which is that no one is more important than the reader.

I would like to express my deep gratitude and sincere thanks to the team members in chronological order who participated in building this book. If the book cover is large enough, each person will be given co-authorship.

Laurence Haughton, my co-author on the previous book, has been my valued collaborator for nearly two decades.

Alan Nevins from Artist Management Group, his guidance and direction was invaluable.

When Adrian Zakheim agreed to publish my first book at the publishing house he had previously worked for, I promised to never forget that he had given me a chance. I am very proud to work with him and receive his trust and support. The insights and help of Portfolio senior editor Bill Brazell have always helped me accomplish my goals. I am extremely grateful to manuscript editor Noirin Lucas and production editor Bruce Giffords for their invaluable advice and guidance.

Greg Power is the research team leader for this book. He is one of the most talented individuals I have had the opportunity to work with. He himself arranged the contents of this book. He is truly a wizard.

In addition, I would also like to thank the members of Greg's research team: Marisa Rolland, a graduate student at Stanford with a double major in international relations and French, and Yinh Hinh, a graduate student. UC Berkeley for multidisciplinary research.

For the past ten years, Bruce Ritter from San Rafael, California has been my family's investment advisor. And during that time, he also became a trusted advisor in all aspects of my career. He has contributed his sharp analytical abilities to every aspect of this book.

I also want to thank William L. Simon, whose extraordinary thinking, editing, organizational skills, and word choice helped open my mind to appropriate directions. new work. We will certainly continue to cooperate with each other on many future projects.

Among the most productive companies, I would like to thank the following individuals for their extraordinary candor and generosity: Jack Stack, CEO of SRC Corporation; Becky Ian, senior assistant to Jack Stack; Dianna Devore, CEO of Megavolt (a subsidiary of SRC); Dan DiMicco, CEO of Nucor; Pat Lancaster, president of Lantech; Rita Clark, senior assistant to Pat Lancaster; Jean Cunningham, chief financial officer of Lantech; James Lancaster, general manager of Lantech; Herb and Marion Sandler, co-CEOs of World Savings; Linda Barrett, executive assistant to Herb and Marion Sandler; Bill Nunan, chief administrative officer of World Savings; Michael O'Leary, CEO of Ryanair; Stephen Tindall, chairman of The Warehouse Group; Greg Muir, CEO of The Warehouse Group; Kent Nordin, national manager of IKEA in Australia; Lars-Goran Petersson, purchasing coordinator at IKEA; Thomas Bergmark, environmental and social manager at IKEA; Lars Engman, design manager at IKEA; Clive Cashman, in charge of public relations at IKEA; Bill Zollars, CEO of Yellow Corp., Greg Reid, chief marketing officer and senior vice president of Yellow; Cheryl Billington, Yellow's vice president of systems; Suzanne Dawson, Yellow's public relations manager; Jim Ritchie, CEO of Meridian IQ (a subsidiary of Yellow Corporation).

In addition, the following individuals assisted us in the production of the book: Anand Sharma, CEO and president of TBM Consulting; James Womack, president and founder of the Lean Enterprise Institute; Chet Marchwinski, director of communications for Lean Enterprise Consulting Institute; Ed Constantine, president of Simpler Consulting; Bruce Thompson, co-founder and vice president of consulting services at Simpler Consulting; Bob Rosinski, majority shareholder of Anitech; Orest Fiume, vice president of finance at Wiremod; Lars Nyberg, CEO of NCR; Jeff Dafler, in charge of public relations for NCR; Stanford University's Jackson School of Business and Library; Harvard Business School Journalism Department; Rob Tai; Dr. Linda Travino, professor of ethics and chair of the Department of Management and Organization at Smeal College, part of Pennsylvania State University; Daniel W. Rasmus, vice president of Giga Information Group; Victor Infante, reporter; Jack Nilles, consultant at JALA International; Alison Barlett; Dr. Eliyahu Goldratt, editor; David Cay Johnston, New York Times reporter, Dr. Salvador Aceves, professor of business at San Francisco State University Tom Faulkner, in charge of community relations at NUMMI; Alfie Kohn, author of the book Punished by Rewards (roughly translated: Punished by rewards); Dr. James Campbell Quick, professor of organizational behavior and director of the doctoral program in business administration at the University of Texas, Arlington; Brent Hendrix, production manager at Allison Transmission (a division of GM); Dr. Jeffrey Pfeffer, Thomas D. Dee II professor of organizational behavior in the Stanford University School of Business; Alan Cramb, co-director of the Iron and Steel Technology Research Center at Carnegie Mellon University; William Mercer Consulting; Bain & Company; McKinsey & Company; Janet Dang; Gary Moore, senior vice president at Cisco and US Air Force Lieutenant General Don Johnson (retired).

Several distinguished business people generously offered to help me review book chapters: Jane Hennessy, senior vice president at Wells Fargo Bank; Chuck Adams, chief financial officer of Innergy Corporation and Dave Trabert, vice president of KAKE television.

I would like to thank Pat Martin, our tireless draftsman; Noah Wickliffe of Body Image in Mill Valley, California and George Staubli.

There are four individuals whose guidance I am happy to acknowledge. That's Vince Thompson, vice president of AOL Time Warner; Pat Shaughnessy, CEO of media company AVI Communications in Dallas, Texas; Marc and Jon Reede from Nationwide Speakers, representatives contacted me as a speaker.

I want to send my sincere thanks to my family. The work of researching and writing a book is a family affair because the researcher/book author needs a great deal of support and understanding during a particularly stressful time. For many months, book first became my family motto. As usual, family members are always ready to help me. And now, it's my turn to devote my full attention to them.

And finally, thank you – my readers – for purchasing this book. Without you, no one in this world would need researchers, authors and books anymore.

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