Funeral of ancestors

From Excellence to Excellence, the "ancestors will take care of the future" is like this: the company that realizes the leap will let the right people get on the bus and form an excellent management team (ancestors). Once the right people are found, choose the best way to become excellent (aftermath).

This book gives an example of Dick Cooley, CEO of Wells Fargo in 1970s. Curry foresees that after the deregulation of the banking industry, some earth-shaking changes will take place in the whole industry, and focuses on constantly recruiting outstanding talents to form an excellent management team for the company. Curry believes, "I don't know where we will take the company, but I know that as long as we start with the right talents and ask them some right questions and have a heated discussion, we can find ways to make the company prosper." When it changed, Wells Fargo's stock rose three times as fast as the broader market.

1 genius, 1000 What is the assistant's company like? The company is just a personal stage for some wizard. The wizard first determines the destination where the car will arrive, designs the road map (the first thing), and gathers capable "helpers" to realize the vision (future generations).

Ackerd company and Telide company are typical representatives.

Under the management of Ackerd, Ackerd has grown from two small stores to thousands of chain stores. When Akkad turned his interest to politics and joined the government, Akkad quickly went downhill and was acquired by J.C. Penny.

Telide company is one of the top 500 companies in the United States, and singleton jumped out of a small company. When singleton withdrew from the daily management of the company, the once powerful kingdom began to collapse. Singleton became an outstanding businessman, but he failed to complete the task of establishing an outstanding company.

Through comparison, we should not only get the right talents, but more importantly, "who" comes before vision, strategy, tactics, organizational structure and technical problems. This is a principle that must be strictly observed.

From this perspective, our company is a typical starter company. Make a grand blueprint first, and then recruit the president globally. During this period, the company developed rapidly. But then the major shareholder and the president had differences and recruited another president. Now the situation of being acquired is also very embarrassing.