Page 23 - Everything I Know About Business I Learned
P. 23

Introduction



            you know I’m not an educated guy. And I didn’t follow the news
            perhaps as much as I should have, so I wasn’t really up on cur-
            rent events. Once your head is stuck in McDonald’s, it’s like you
            can’t get it out, you know. So anyway we’re down in Califor-
            nia. And they’re bringing in speakers like the ex-prime minister
            of England. I’m in over my head—I know that I don’t belong in
            this group. So I was asked, ‘How come you don’t ask a ques-
            tion?’ I responded, ‘I guess because I can’t think of one to ask.’
            And I was told to ask a question tomorrow. But I had none. So
            it was brought up to Fred Turner, the CEO at the time, who
            says, ‘You know we bring our guys out and you know we want
            them to participate like the Coca-Cola guys. I said the Coca-
            Cola guys all went to Harvard and Yale. Your guys went to HU
            [Hamburger University, which trains thousands of McDonald’s
            employees].’” Maybe it embarrassed the top executives that
            regular guys like Frank didn’t ask questions. But we were who
                                                                          xxi
            we were. And we delivered where it really counted—on the
            restaurant floor, with sales and customer satisfaction. We
            weren’t cut from the same cloth as those at the Ivy Leagues, but
            because of what we achieved eventually even Harvard Business
            Review began to pay attention to us, as you will read later in
            these pages.
               Fred Turner has always said that the whole is greater than
            the sum of its parts, and that pretty well depicts McDonald’s.
            And yet, the sailing was not always smooth. In an organiza-
            tion where there are big egos and big personalities, everyone
            didn’t always get along, and there were plenty of petty quib-
            bles. And there were also some hard times. Every operator was-
            n’t guaranteed to be the biggest and most successful one. Every
            company person did not make officer. As former vice president
            Willis Smart recalled to me: “It is not necessarily a place for
            everyone. If it is for you, it is a great place to be, and it gives
            very average people an opportunity to accomplish incredible
   18   19   20   21   22   23   24   25   26   27   28