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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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