Three forces that will transform management

Three forces that will transform management

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Purpose Bigger Than Product

ANTHONY TJAN :

I recently sat down with my BlackBerry voice recorder and Mats Lederhausen to ask him to share his philosophy of "purpose bigger than product." Mats is a great entrepreneur and also had one of the most successful careers at McDonald's where he was a driving force for its turnaround. He currently runs his private investment vehicle Be-Cause and is a Special Partner at our firm, Cue Ball.

What is your philosophy of "purpose bigger than product" all about?

At its core, it is about being real and idea-driven. Trust is perhaps the most important currency in business, and big ideas may be the only true source of competitive advantage. Lack of trust is a form of tax. And that tax rate has increased in the past number of years. Customers simply don't trust institutions as much today. Particularly large businesses. The main reason is that we now live in an "information everywhere" and more transparent world. Every customer has a camera in their cell phone, a Facebook in their pocket and Twitter at their fingertips. This means we hear and see evidence of businesses not walking their talk. Their products don't match their promise. In order to regain this trust you must simply make sure that all your products, your merchandising, your advertising, your people and the totality of your touch points with consumers sing from the same hymn. And that hymn is what I call purpose. Some people call it vision. Others call it focus. It is the same thing. It is source of your promise. It answers the question: Why are you here?

Talk a little more on the notion of "big ideas."

I often talk about "altitude creates attitude". When you meet people that have a big idea it is almost impossible to be unaffected. It is like a perfume. You can smell it miles away. I firmly believe that the source of human energy and creativity can be found in the distance between where we are and where we'd like to be. It is that creative dissonance that is the entrepreneurial rocket fuel. If human beings could have walked everywhere on the planet I don't believe we would have invented trains, planes and automobiles. So, if you really want to build great companies you need big ideas.

Certainly, not all big ideas may be viable in all incarnations. What about the reality of these ideas?

Of course they have to be believable. They can't be pipedreams. Or as John Naisbitt once said: You can't get so far ahead of the parade that no one knows you're in it.

From an execution perspective, you have to think big, start small, and scale fast. You can't think big and start big, that's almost impossible. You need miniature versions of your grand idea so you can validate its parts, and then iterate and tweak constantly. There's nothing wrong with having a really big idea and launching only aspects of that idea. Rome wasn't built in a day. Take Chipotle, for example. Steve Ells had a very big idea about food, but he didn't start by executing 100% of his vision; he gradually did what he could towards that theme.

It is also important to remember that your purpose is not what you "tell" customers, but what you do. The best way to disappoint everyone is to over-promise and under-deliver. Therefore you must be humble AND committed at the same time. In fact, customers are more forgiving when you make mistakes if those mistakes are honest efforts in trying to improve towards a known and worthwhile direction.

How can a purpose be instrumental in leading an organization?

I look at purpose as the guiding star. The compass. The soul. Steve Jobs once said "Design is the fundamental soul of a man-made creation". And everything we do is design in one form or the other. And if you have a fuzzy idea of your own soul, your design will suffer. On the other hand, like Steve Jobs does, if you have a sharp idea of your soul and what footprints you want to leave, all your design will complement and reinforce that soul of yours.

How did you come to have this philosophy?

There are a few parts of the answer. First, to be honest, it's hard to know the answers to the bigger questions in life, like why we believe what we believe. To a certain extent it's the result of the sum of all of our experiences since birth. Second, I've been influenced by seeing what really works. I think strong conviction and a sense of purpose enables focus, and the biggest culprit of bad performance in a company is lack of focus. It's hard to set direction if you don't know who you are. Thirdly, I've decided that I only want to work with companies that are trying to do something important. It's about human progress and adding value to society.

What do mean when you say "important?"

While we have significant global issues to be concerned about, an important business doesn't have to be grandiose or socially driven in order to be important. General contribution to the well-being of another human being is worthwhile. It could be a restaurant that's creating jobs and leaving customers just a tad bit happier than when they arrived. Or a concept such as MiniLuxe, our Cue Ball investment that is trying to "Starbuck" the nail salon, which has innovated a lot around hygiene and customer experience. It is an example of a business with a clear purpose that is trying to do something remarkably better than the industry norm.

What companies really celebrate this philosophy?

Nike is a company that understands it. They have always had this idea that it's more than a sneaker. They are about getting into the game, being more than a spectator in life, and embracing activity. In their words, "Just do it." If you go to their headquarters in Oregon, it's like being in a gym: it breathes "active lifestyle." That's what they're about and they have consistently executed around it.

Southwest Airlines is about giving people the freedom to fly. They are about seeking and loving freedom, and they enjoy being a bit nutty about celebrating that notion. And there are many others as well. Apple, Berkshire Hathaway, Microsoft, Google, Patagonia, IKEA, and a host of others. There is one thing that is interesting to me to note about all these companies. They are very different in so many ways. But they are also very similar in one way. They all have their founders alive and kicking. When the source of the original idea is still around it is harder to lose why you came to this world in the first place.

By ANTHONY TJAN

From : http://blogs.harvardbusiness.org/tjan/2009/08/purpose-bigger-than-product.html?cm_mmc=npv-_-TOPICEMAIL-_-SEPT_2009-_-INNOVATION1