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Communications



            really going on in the field. We now talk about what’s going on
            all the time. We trust our leaders [in the field] to bring those
            issues to us, and we address them.”
               Under decentralization, however, regional managers decided
            on real estate acquisition and development, as well as licensing
            decisions, and many times utilized their own boards of operators
            to help facilitate resolutions. Boards consisting of marketing,
            public relations, and operations were developed to establish a
            process for information flow and getting critical input. This struc-
            ture greatly aided in communication at all levels, and is a model
            of how an organization can grow and yet remain responsive to
            the local market’s needs. Still, even with decentralization Fred
            Turner was mindful of keeping the lines of communications open.
            In a note to company partners, Fred wrote: “. . . We’ve got to
            chip away at our own bureaucracy. We’ve got to push harder
            than ever for the basic principles that made us what we are.”
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               To this day, CEO Jim Skinner is a firm advocate of decen-
            tralization and keeping the decisions closest to the marketplace,
            be that a region in the United States or another country entirely.
            Again, this was really an extension of Ray and Fred’s idea of
            seeking to get as much information and engaging those closest
            to the customer for ideas, and those who understood the culture
            and the local political process as well.
               Decentralization was as critical then as it is today. “Commu-
            nication from the regional manager is far more important than
            some executive VP or me, semiworking, semiretired, but trying
            to keep his hand in to help however I can,” Fred told me.
               Fred understood the importance of keeping the authority
            within the regions. Decentralization works well as long as the
            facts are communicated effectively and those in power respect
            that the final decision should be deferred to the field. The chan-
            nels of communication should discourage people from bypass-
            ing regional management but keep the chain of command intact
            by allowing the regions the first dialogue and opportunity to
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