There is an unwritten rule in business that after an organization goes public, the unique founders must be ousted. The parable: entrepreneurs are great for getting an organization started, however not so nice when Wall Street is looking over their shoulder. Part of this thinking is that founders of companies are mavericks, passionate doers with a vision, nontraditional in their approach to management and outspoken – the kind of rabble rousing that makes buyers uneasy. (What’s rabble rousing anyway?)
Passionate in their approach, some are seen as little more than televangelists who work their corporate gospel for all it’s value, but when confronted with real management challenges, their methodologies are revealed to be a house of cards.
To put it mildly, this is a gross generalization and highly inaccurate.
Case in point, Steve Jobs was an entrepreneur with a vision – created the greatest person-friendly pc in the world and took a byte (pun intended) out of IBM’s market dominance. Passionate and visionary, Jobs had in his nook Steve Wozniak to handle the construction of Apple. Earlier than these guys, working on a computer required extensive knowledge of code just to do a easy task. Many a computer science major looked down at those who could not understand the basics of a computer. Then Apple came alongside and altered all that posturing by inventing a person-pleasant computer that required no code, no programming knowledge, just plug and play. With their visually intuitive interface, Apple redefined what working on a computer meant. They changed the computer enterprise forever by creating computer systems for the remainder of us.
So, it wasn’t a mystery why Mac turned the computer of selection for graphic designers – with it’s deal with the graphical user interface and out of the box ease of operation, an Apple could be utilized by anyone. Before the Macintosh, all typesetting at ad agencies and design firms had to be sent out to a type house to be set into those neat rows you see in magazines and newspapers. You never knew what the type would look like until it came back. One fallacious calculation may wreck a piece. Calculating typefaces was a science only doled out to designers with a propensity for math. With applications like Pagemaker and WYSIWYG (what you see is what you get) interfacing, Apple ruined unbiased typesetting corporations overnight. Now all typesetting might be completed in house from your deskprime and changes could be made instantaneously. Apple was the David that slew Goliath and Apple buyers began to take on a cult-like obsession.
But all was not well at Apple. Jobs’ direction for the corporate seemed at odds with CEO John Sculley. An influence battle ensued and the board of directors sided with Sculley – Jobs was forced out, and the press had a subject day. To an outsider it made no sense. To a seasoned businessperson, it wasn’t soon enough. The founder whose ideology was what brought the corporate to its current stage of profitability and notoriety was seen as a hindrance to the subsequent phase of success. The myth of the entrepreneur, unable to take the company forward, prevailed.
At first, the executive workforce took Apple down a road the place it had never been before, and profits have been the proof that all was working. Time would inform, however, that a new CEO, several years of lack luster sales, and a low stock worth are enough to make even essentially the most seasoned board of directors realize they might have made a mistake. The Macintosh started to look like an IBM clone. Just another computer.
For apparent reasons, Jobs was asked back in 97 and the Apple model began to make a comeback. The entrepreneurial spirit returned and Apple stopped making products that looked like gray boxes and started placing the ergonomic designs back into their industrial design. Classes realized from Jobs’ NEXT computer system have been integrated into the new PowerMac lines, and the iMac brought the Apple model back to profitability. This was an entrepreneur with executive and strategic execution.
Jobs introduced the passion back to Apple. The parable of the entrepreneur had been broken. And let’s not overlook Jobs’ investment in Pixar before it was acquired by Disney. So much for the myth of the entrepreneur not understanding real business.
Conversely, executives who arose via the ranks of Wharton, Yale or Harvard learned the ropes of hard work and numbers crunching, eventually touchdown a key leadership position after quite a bit of seasoning, are just as valid. Many a business needs this style of administration to operate and with over 50 million companies within the United States, I would say the mainity of them operate under this administration structure.
Just look at the number of law, accounting and engineering companies that will need to have severe systems in place to operate. This is not just a contented accident, it’s tried and true enterprise 101. Many times executives are brought in to clean up the massive mess created by a founder who didn’t know any better.
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