There may be an unwritten rule in enterprise that after an organization goes public, the original founders have to be ousted. The parable: entrepreneurs are nice for getting a company started, however not so great when Wall Street is looking over their shoulder. Part of this thinking is that founders of corporations 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 worth, 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 consumer-friendly computer on the earth and took a byte (pun intended) out of IBM’s market dominance. Passionate and visionary, Jobs had in his corner Steve Wozniak to deal with the construction of Apple. Before these guys, working on a computer required extensive knowledge of code just to do a easy task. Many a computer science main looked down at those that could not understand the basics of a computer. Then Apple got here alongside and adjusted all that posturing by inventing a consumer-pleasant computer that required no code, no programming knowledge, just plug and play. With their visually intuitive interface, Apple redefined what working on a pc meant. They modified the computer enterprise forever by creating computer systems for the remainder of us.
So, it wasn’t a mystery why Mac became the pc of alternative for graphic designers – with it’s focus on the graphical person interface and out of the box ease of operation, an Apple may very well be utilized by anyone. Before the Macintosh, all typesetting at ad businesses and design companies had to be sent out to a type house to be set into these neat rows you see in magazines and newspapers. You never knew what the type would look like until it got here back. One flawed calculation may damage 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 firms overnight. Now all typesetting might be executed in house from your deskhigh and modifications might be made instantaneously. Apple was the David that slew Goliath and Apple consumers started to take on a cult-like obsession.
But all was not well at Apple. Jobs’ direction for the company appeared at odds with CEO John Sculley. A power battle ensued and the board of directors sided with Sculley – Jobs was forced out, and the press had a discipline day. To an outsider it made no sense. To a seasoned businessperson, it wasn’t quickly enough. The founder whose ideology was what introduced the company to its current stage of profitability and notoriety was seen as a hindrance to the following section of success. The myth of the entrepreneur, unable to take the corporate forward, prevailed.
At first, the executive crew took Apple down a road where it had by no means been before, and profits were the proof that each one was working. Time would inform, however, that a new CEO, a number of years of lack luster sales, and a low stock value are sufficient to make even probably the most seasoned board of directors realize they could have made a mistake. The Macintosh started to look like an IBM clone. Just another computer.
For obvious reasons, Jobs was asked back in ninety seven and the Apple brand started 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 discovered from Jobs’ NEXT pc system had 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 brought the passion back to Apple. The parable of the entrepreneur had been broken. And let’s not neglect 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, finally landing a key leadership position after quite a bit of seasoning, are just as valid. Many a enterprise wants this style of administration to operate and with over 50 million companies in the United States, I’d say the mainity of them operate under this management structure.
Just look on the number of law, accounting and engineering corporations that will need to have severe systems in place to operate. This is not just a cheerful accident, it’s tried and true enterprise 101. Many instances executives are introduced in to clean up the large mess created by a founder who didn’t know any better.
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