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Epilogue











                 uring the development and research for this book I found
            Dthe seven principles solidly embraced by those individuals
            we interviewed. These principles were universally recognized by
            our interviewees for their role in making the McDonald’s sys-
            tem the organization it is today. As mentioned in the introduc-
            tion, these seven principles may not be new to many readers.
            What is unusual, however, is the depth and breadth of them and
            the seriousness that the organization accepted and endorsed
            them. But we felt there was more.
               While the principles set the company’s core values, there were
            also several specific traits and activities that emerged that did
            not always have clear linkage to the seven principles. In some
            ways these characteristics made a difference simply because of
            the luck of timing. In other instances the results attributed to
            these aspects exemplified the synergy of the individuals at the
            time, the team effort toward a resolution or a policy, or even the
            sheer personality of the individuals at the moment. They are part
            of the components of the success of the system.
               Here are six other aspects that helped as well:


            1. The triumvirate. Ray Kroc, Fred Turner, and Harry Sonneborn:
            the visionary leader, the disciplined tactical manager, and the




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