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The Founder's Mentality

Mr.Chris Zook is a partner in Bain & Company , an expert in discovering sources of “profitable growth” for his clients, and James Allen, co-leader of Bain’s Global Strategy practice, are the best-selling co-authors of four books on “how to win the external strategy game.”
Here, these forward thinkers address the fundamental conundrum of growth: In the process of growing, companies face proportionally increased “complexity,” which can stifle that growth. Zook and Allen describe three predictable crises related to growth.
• The first, “overload,” occurs when expanding organizations try to cope with scaling up but only generate internal strife.
• The second, “stall-out,” happens as “organizational complexity” increases rapidly, causing a sudden – and often permanent – slowdown in growth.
• And third, “free fall,” is an abrupt halt of primary market growth so sudden that management can’t cope with it. Companies that avoid or overcome these crises and embrace continued growth share one crucial commonality: a driven, visionary “founder” whose “mentality” permeates and shapes the organization’s culture.
A quick summary and take away of this book which also has an Action plan for Leaders.
Happy Reading & Execution

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The Founder's Mentality

  1. 1. Some Impressionistic Take away from the Book of Chris Zook & James Allen The Founder’s Mentality Ramki ramaddster@gmail.com
  2. 2. About the Authors Chris Zook is an advisory partner in Bain & Company's Boston office. He was co-leader of the Global Strategy Practice for 20 years. During his more than 25 years at Bain, Chris has specialized in helping companies find new sources of profitable growth. A best-selling author, Chris published his fifth book, The Founder's Mentality (Harvard Business Review Press) in 2016. Based on a decade-long study of companies in more than 40 countries, The Founder's Mentality shows how leaders can overcome the predictable crises of growth and set their companies on a path of sustainable growth. James Allen is a senior partner in Bain & Company's London office. He formerly led Bain's Global Strategy practice, is the founder of the firm's Customer Strategy & Marketing practice and is a member of the European Consumer Products and Technology practices. In addition, he leads Bain's Developing Market 100 initiative. James is a recognized leading expert in developing global corporate and business unit strategy. With more than 25 years of consulting experience, he has worked extensively for multinational companies in consumer products, oil and gas, technology and telecommunications, healthcare, and other industries. He advises clients on the development of global growth strategies, emerging market entry strategies and turnaround strategies.
  3. 3. Over the past decade, the overwhelming majority of companies have not been able to sustain more than a minimal level of growth. Many more have failed entirely. While 85 percent of company leaders recognize that internal factors rather than external influences are the cause of these shortfalls and failures, many leaders still struggle to successfully protect their companies against three predictable crises of growth: overload, stall-out, and free fall. In The Founder’s Mentality, Chris Zook and James Allen examine these crises and explain how companies can recover from them to be successful in the future. Prelude
  4. 4. 5 The Search for the deep principles underlying sustained profitability The Founder’s Mentality
  5. 5.  Founders typically begin by rallying around unmet needs of underserved customers, or creating a new industry altogether.  The mission is understood by all employees, who feel personal responsibility and emotional engagement.  Success is powered by front-line employees who closely connect with customers and advocate their causes; they treat their job more as parents than babysitters.  This founder’s mentality faces challenges in scale stage as the organization becomes layered with complexity and struggles to retain or attract talent.  Fast growth can also be followed by fast failure.  The founder’s framework can sometimes be lost – but can be regained as well, and not just by the original founder but by committed new leaders appointed by investors or the board of directors. The Founders Mentality
  6. 6.  Businessman Leslie Wexner opened his first storefront believing that he could succeed by outworking his competition, that nothing was more important than serving his customers, and that everyone involved in the business had a stake in its success.  Living by these values, he transformed his shop from a $5,000 investment to a Fortune 500 company worth more than $28 billion.  Wexner’s story demonstrates the power of the founder’s mentality, a mindset that urges individuals to strive for ongoing, sustainable growth—from startup to mature business. However, while all companies have founders, not all companies are driven by their founders’ mentalities. The Key to Achieving Sustainable growth
  7. 7.  This mindset is defined by three key traits:  An insurgent mission: A powerful, overarching sense of purpose that drives every aspect of a business.  The front-line obsession: An unrelenting commitment to customers.  The owner’s mindset: The notion that every employee feels a personal in- vestment in and commitment to the business’s success.  Companies that manage to maintain an owner’s mindset as they grow rely on the following three key ingredients:  A strong focus on cost: Employees treat company funds as if they came from their own pockets.  A bias toward action: Decisions are made quickly and then acted upon.  An aversion to bureaucracy: Organizational simplicity is favored and protected. The Key to Achieving Sustainable growth
  8. 8.  As companies grow, these three ingredients are challenged—as are the three key traits of the founder’s mentality.  Issues that accompany growth are often traceable to erosion in the founder’s mentality.  This erosion generally occurs when there is an excessive focus on external rather than internal conditions.  By assessing a company’s relative position on the founder’s mentality map, a four-quadrant model that graphs The founder’s  Start-up insurgency (where the company began),  Scale insurgency (how it has grown and built market power),  Incumbency (where it has achieved sustained strength but grown complacent), and  Struggling bureaucracy (where it has lost the eternal strength of the founder’s mentality altogether), leaders can make the journey “north” and achieve profitable growth. The Key to Achieving Sustainable growth
  9. 9. The concept was simple. Companies are like people and go through different stages of development, maturity, and decay. At each of these stages, there are challenges that must be overcome, for the company / organization to continually grow and succeed. There are “traps” that companies can fall into such as “infant mortality” and “divorce” Adizes –Corporate Life Cycle
  10. 10.  At it’s core, the idea is simple. Small companies start with a spark, a passion, and a mission.  That companies lose this magic over time for many reasons.  We see this from all the major case studies Dell computer, Southwest, and Starbucks; small, scrappy companies become the stalwarts they were fighting against in the early days.  Look at the Corporate annual reports, 80%+ of companies state they plan to outgrow their markets by 2x. Unsurprisingly, only few achieve these lofty goals. Digging further, it is discovered that these companies did not blame the market or the environment; no, they blamed themselves and internal reasons:  Organizational complexity  Problems with culture  Lack of resources  Inability to focus  Weak business plans  Lack of capabilities The reality
  11. 11. The Journey North: Achieving Profitable growth at scale
  12. 12.  Best place is top right. Looking at the 2×2 matrix, clearly the best place to live is the top right – high on founders mentality (strong culture, good profitability, can-do attitude) and high on scale and scope (global, economies of scale, bigger and better than ever). This is ENORMOUSLY hard to do. Ask anyone who has been in a company with 5 people that grew to more than 100 and they will tell you about the trials and tribulations.  Gravity pulls you to the bottom left. No surprise, we have to fight inertia, ennui, and messy human nature which pushes us to the bottom left.  Worst case, you lose the passion that made you aggressive, crafty and innovative.  Worst case, you lose any scale which lowered your cost of competition, or ability to easily cross-sell or hit multiple markets at one time.  Worst case, you are at the bottom left – bureaucratic and boring. You are a mess. The Journey North: Achieving Profitable growth at scale
  13. 13. Mapping out Founder’s Mentality vs. Big Company Scope and Scale, you can see the most typical pathway is for new small companies to start in the bottom right (lots of magic, no scale), and as they become more successful, profitable and larger, they lose this mentality. These companies go from being “insurgents” to being “incumbents”. Founder’s Mentality Vs. Big companies
  14. 14. The Founder’s Mentality
  15. 15. Companies that have successfully retained the founder’s mentality are as varied as Google, IKEA, Oberoi Hotels, Haier, and AB InBev. Leslie Wexner’s L.Brands is also in this list; it includes companies like The Limited, Victoria’s Secret, Bath & Body Works, Abercrombie & Fitch. Yonghui Superstores in China offers produce direct from the farm. In addition to large efficient stores, it has launched smaller innovative stores to challenge itself just as external disruptors would. Toyota’s factory production system empowers any employee to flag problems and submit suggestions. Marico’s Harsh Mariwala transformed the edible oils market through practices like packaging oil in small plastic bottles rather than large tins, and creating a rural distribution network. Widespread participation led to the creation of its “People, Products and Profits” principles. This codifying, socializing and embedding of purpose is key to its success, according to the authors.
  16. 16.  Nike’s bold mission was to make high performance shoes for sweaty athletes. This was also reinforced by Nike’s repeatable model (spikiness), which focuses on 4 core areas of differentiation (brand, technology & IP, Innovation, and logistics/ supply chain), and a three-step approach to adjacencies:  Step 1 – move into new sport footwear  Step 2 – Seek celebrity endorsement of the "hottest" star or team – Jordan was a rookie when he signed with Nike  Step 3 – Leverage endorsement to move into apparel and later into equipment Nike’s Bold Mission
  17. 17. Oberoi- Front line Obsession  It’s the mindset of young M.S. Oberoi, who grew up poor in what is now Pakistan.  The Oberoi Group is one of the world’s great luxury hotel companies. Oberoi founded the hotel chain in 1934 after raising the money to buy a hotel in Calcutta whose price was rock bottom because it had been hit by a cholera epidemic—the kind of classically courageous move that young insurgents make.  The length of bellmen’s trousers, the temperature of the tea, the freshness of the flowers, the placement of signage: Oberoi obsessed about every detail that might affect the customer experience in his hotels.  Even in his eighties he was still visiting them to make sure his employees were getting everything right. In doing so, he got his employees to share in his obsession—which is why, more than a decade after his death, Oberoi hotels are still so successful.  In 2015, Travel & Leisure named Oberoi the best hotel brand in the world, and its hotel in Udaipur, India as the best hotel in the world. The founder’s mentality lives on.
  18. 18. Oberoi- Front line Obsession  At any Oberoi hotel, the employees on the front line are individually responsible and empowered to directly create value for the customer.  During an average stay, an Oberoi customer contacts an average of 42 different staff members, each of whom has the discretion to make decisions as he or she sees fit—even at the level, say, of giving a scarf to a customer on the way to visit a sick friend.  To maintain a personal connection with each customer, the staff meet nightly to go over the day’s arrival list, and to review the history and preferences of each new guest.  This attention to detail and front-line empowerment are the Oberoi’s great competitive advantages, and the company has succeeded for decades by always making them a priority.  Oberoi’s hotel staff gets training in emotional intelligence and empathy; the slogan in the kitchen is “Improve Everything You Touch.” New employees are welcomed like royalty, and management meetings are open to employees as well. Even in his nineties, the founder had deep curiosity about every detail of guest experiences
  19. 19. AB In Bev- Owner’s Mindset  AB In Bev's executives devote a lot of time and energy to fostering this culture.  As one manager said, "We create restaurant owners, not waiters." When we looked perplexed, he explained: "If you're a restaurant owner and a new restaurant opens across the street serving the same food, how do you feel? You feel like someone is putting your livelihood at risk, threatening you, threatening your family.  It's personal, because the restaurant is your dream. But if you are a waiter and a new restaurant opens across the street how do you feel? At best, indifferent. Actually, there's now competition for your services. Many companies inadvertently create waiters. We work tirelessly to create restaurant owners.“
  20. 20. AB In Bev- Owner’s Mindset  ABI has adopted many very visible approaches to embedding the owner’s mind-set.  It demands that every budget item be defended in the open every year.  It sets aggressive goals around the key profit drivers in every part of the business. It makes sure that leadership targets cascade down and are disaggregated to the next level of leaders, so that every person is clear how they he or she connects to the whole; —no one escapes, there is no place to hide, and all face challenging gaps to fill.  It ABI challenges key managers to dream up threats that could disrupt part of their business model, anything from bans on alcohol to on-line delivery services to revolutions such as changes in packaging. It maintains a widely publicized list of ten core principles and their prominent use in the company.
  21. 21. AB InBev does not invest in fancy offices; it focuses heavily on young people who have a hunger to succeed. It has acquired beverage firms around the world and constantly refines its practices and culture. “We create restaurant owners, not waiters. Owners take results personally,” according to one of the company’s principles. “We always think we can do more,” says CEO Carlos Brito.
  22. 22. The Actions to Ponder are …  Does everyone understand the organization’s insurgent mission?  Are we focused on empowering /supporting the frontline?  Do we think and act like owners? – Entrepreneurship ?  Do we share the ambition to become the scale insurgent in our sector?  Can we learn from competitors, especially newly emerging insurgents, who embody the founder’s mentality better ?  How do answers to these questions change our business priorities ?
  23. 23. The 3 Predictable Crisis of Growth
  24. 24.  As companies grow, they change over time. Organizational structures become more complex, decisions are made more slowly, and new staff members may not have the same level of engagement as original teammates.  The changes that come with growth precipitate the three predictable crises of growth, putting the founder’s mentality in jeopardy and posing threats to the entire enterprise. These three crises are:  Overload.  Stall-out.  Free fall. The Predictable Crisis of Growth
  25. 25.  Overload sets in when a company is not prepared to effectively manage the increasing size and complexity that are by-products of aggressive growth.  For example, Norwegian Cruise Line, the originator of the modern cruise industry and one-time market leader, had so overburdened itself with acquisitions, divestitures, and joint investors by the late 1990s that it lost touch with its original mission.  By 2000 it was bought out by Star Cruises. A series of misguided transformations ensued and the company continued to flounder. Eventually, a progressive CEO stepped in to redirect the company. The Predictable Crisis of Growth- Overload
  26. 26.  Stall-out occurs when a company has successfully scaled, but becomes sluggish because of increasingly complex bureaucracy.  Stall-out is very common, impacting as many as two-thirds of the companies that reach incumbency.  Without addressing internal causes, only a small number ever recover market power and momentum.  Stall-out can occur very rapidly, sometimes within only a few years.  The primary cause of stall-out is the loss of dexterity and flexibility. When stall-out occurs, many companies implement dramatic, short-term command and control measures rather than going back to the roots of their founder’s mentality.  For instance, Home Depot was nearly destroyed by this type of response to stall-out, but a new CEO had the wisdom to tap into the company’s founding principles and reverse its track. The Predictable Crisis of Growth- Stall-out
  27. 27.  Free fall, which can happen at any stage of a company’s life cycle, often occurs when an established company is under attack by new business models and changing markets.  Though the causes of free fall might appear to be external, in fact the source of the problem is an inadequate internal response to outside circumstances.  Companies fall victim to free fall when they are not prepared for outside threats, cannot adapt quickly enough to changing business environments, or have no other offerings to present in the face of obsolescence or declining markets.  The three crises of growth are not only challenges, they are also opportunities.  Companies can create value from different winds of change by properly addressing them. For example, the westward winds of overload and erosion tend to arise from one of the following circumstances: The Predictable Crisis of Growth- Free fall
  28. 28. A sharp insurgent mission should provide a company with its focus and purpose, both inside and outside.
  29. 29. Three Types of Growth Crisis
  30. 30.  An unscalable founder: A founder that cannot let go of the reins and adapt to growth.  This often results in a bottleneck, a condition that affects two out of five growing organizations.  Lost voices from the frontline: The accelerated demands of overload that prompt managers to distance them- selves from the front line, a behavior that is very damaging to the founder’s mentality.  The erosion of accountability: The pressures of overload that can lead to internal dysfunctionality and a lack of accountability in decision making.  Revenues growing faster than talent: Overly ambitious staffing practices that are intended to address increasing complexity, often resulting in poor hiring decisions The Predictable Crisis of Growth
  31. 31.  The southward winds, on the other hand, reverse the benefits of scale and result in slowdown.  Symptoms are a disconnect with the frontline, a lethargy attributable to excessive processes, and the inability to quickly mobilize.  Southward winds include:  The complexity doom loop: An overabundance of business opportunities, customer segments, geographies, product lines, distribution channels, and services suck energy from an organization. Complexity is a silent killer of organizations, and the founder’s mentality is the best measure of inner organizational health.  The curse of the matrix: The tendency to divide organizations into functions to better manage complexity results in internal conflict and stalled productive action.  Fragmentation of the customer experience: As companies get larger, accountability dwindles, and the customer experience is compromised.  Death of the nobler mission: When a company loses its shared sense of mission across the employee base, it is said to have lost its “soul.” The Predictable Crisis of Growth
  32. 32. Here are the 4 things that kill a small company culture. 1) Cannot find the right people 2) People forget who is responsible for what 3) People stop talking about the customer 4) The founder sticks around too long, unable to adjust Bad News -1 –Killers of Founder’s Mentality
  33. 33. Here are the things that kill the power of a large company. 1) Matrix organizational structure that does nothing 2) No sense of the customer experience 3) Process-upon-process complexity for-no-reason 4) Losing the soul of the business. Bad News -2 –Killers of Scale
  34. 34. Stall-out hits companies that have successfully scaled and are now struggling with the challenges of complexity. Rising levels of bureaucracy and internal dysfunction threaten to overwhelm the engines that powered them to success.
  35. 35. The Actions to Ponder are …  Where is your business located on the founder’s mentality map and which winds are hurting you most ?  How are these forces reducing your ability to respond to customers and compete with speed & robbing your people of their energy and freedom to act ?  What actions can you start taking now to restore the founder’s mentality and what measures can you use to check your progress?  What capabilities are missing or not strong enough to keep your company competitive in the future ? What actions can you take to acquire or strengthen them ?  What can leaders do on their own, independent of an institutional response ?
  36. 36. Combating Overload
  37. 37. The unscalable founder Lost voices from the frontline Erosion of accountability Revenues grow faster than the talent Fighting the crisis of overload
  38. 38.  Open communication lines  Celebrate and reward frontline heroes  Make constant improvement a focus (forums, recognize great ideas)  Codify best practices  Keep the focus on core principles  Introduce stakeholder happiness surveys  Celebrate people reinforcing values  Open office  Open office floor The Power of Founder’s Mentality
  39. 39.  Embrace conflict (let managers put on different hats)  Consistent lower end metrics which require instant action  Call top performer meetings (recognition, risk management, cut through bureaucracy)  Dream big  Promote fast  Fast feedback  Invest in training  Promote from within  Empower leaders  Zero based budget – re-asses redeploy The Power of Founder’s Mentality
  40. 40. The Actions to Ponder are …  How to create forum of franchise players to provide front-line viewpoint on how to restore the founder’s mentality ?  Review the agendas for key management meetings during the past 6 months with the goal of assessing whether the meetings focused enough on customers and front-line employees.  Identify immediate actions to speed up their ability to serve customers.  Decide how best to design and test next-generation business model to respond to new insurgents.
  41. 41. Reversing Stall-Out
  42. 42.  One of the greatest challenges leaders can face is being part of a large company with a clear growth engine & the perception that it is starting to slow down.  Stall-out is actually not rare, it's common, in large companies.  Over the last 15 years we found two-thirds of companies either stalled out, were acquired by others or went bankrupt. And of those that stalled out, only about one in seven actually was ever able to renew their momentum.  Once you stall out, it's extremely difficult to restart the engine. A lot of bad dynamics occur.  Younger people don't see as much opportunity and they begin to leave.  Power begins to move into the corporate center from the front line, who becomes demoralized.  Bureaucracies begin to husband and hold on to resources rather than liberate them to invest in new sources of growth. Stall-out is common in large companies
  43. 43.  It has been estimated that two-thirds of all mature companies will experience stall-out, and fewer than one in seven will recover.  Those that have recovered have done so by simplifying and rebuilding their core businesses.  For example, by 2007, the Home Depot had lost 50 percent of its market value. Newly instated CEO Frank Blake realized the core of the problem was a deteriorating customer experience and disempowered employees.  Blake set out to revitalize the company by embracing its founder’s mentality and returning to its core values.  This eventually resulted in a six-fold increase in price per share. Reversing the Stall-out
  44. 44. Re-empower and reinvest in people  Spend more time on customer  Bonus pool  Rehire veterans  Honor badges for exceptional customer service Lower cost & complexity  Simplify portfolio  Free up resources  Reduce operating costs  Develop simpler strategy  Reduce complexity in design, supply chain, product and process  Collect ideas from everyone how to improve  Empower people who don’t have vested interest in past decisions Entrepreneurs  From outside – acquire companies  Partner with outside entrepreneurs  Change ownership (go private) Renew…
  45. 45. Stopping Free Fall
  46. 46.  Sell underperforming business units  Re-empower frontline executives in senior meetings  Simplify/take out complexity  Use customer support staff to support customers, invest into it don’t reduce to squeeze margins, NPS 1) Build a re-founding team  Change senior leadership team  Needs new energy (not depressed and tired)  Rebuild future not defend the past  May need new skills and capability  Hard for people to recognize failure easier new people with open minds  This needs to be very fast  Time is lost  Don’t let the newcomers absorb the old ways  Move Quickly Essential Steps to Reverse free fall …
  47. 47. 2) Focus on core of core  Noncore assets, departments, functions, processes – eliminate 3) Redefine insurgency  Establish vision / purpose  Align everyone on it 4) Rebuild front line  New language (as a village, CEO being mayor) increases accountability  Good customer service awards  Customer feedback on walls 5) Invest massively in new capability  Embrace the future and think about what you need 6) Wild card: consider privatization  Buys time  Potentially attracts talent  Reduces external distractions  Allows focusing on internal Essential Steps to Reverse free fall …
  48. 48. The Actions to Ponder are …  Make the case for change with your people. Are parts of the business model becoming obsolete? If so, focus urgently on how they should be redesigned.  Radically reduce complexity to liberate resources & sharpen focus , even this means shrinking the business back to the “ core of the core”.  Involve the strongest, next generation franchise players in identifying how the core business needs to change to compete.  Set up a program office of leaders assigned full-time to manage the turnaround & transformation of the business model.  Ensure 50% of management discussions are focused on investing in capabilities to grow over the long term.
  49. 49. Action Plan for Leaders
  50. 50. Self-awareness  Real root cause metrics  Listen to the right people in the company  How you spend your time has symbolic value Common ambition  Clear actionable mission  Reach out directly to the frontline, understand problems and customers Create a compass  Create non-negotiable guidelines for the company  Get input from employees  Turn it into action plan Decision skills  Often organizations are over managed and under led  Managers do things right, leaders to the right things  The efficiency of manager vs effectiveness of the leader Action Plan for Leaders
  51. 51. Janusian Thinking  Consider opposites simultaneously Say No to Say Yes  Find the right good idea Use power of 10x  Don’t invest into everything achieving consistent mediocracy  Willingness to invest 10x the normal resources to great ideas “Hidden” root cause  Pull out the real problem  Ask the 5 Why’s  Be an active listener Invest massively in Next Generation leaders  Never found anyone who said we overinvested massively in talent Invest preemptively in building capability  Training is a big deal Focus on long term goals and horizons  Invest in it Action Plan for Leaders
  52. 52. Guardians of speed and agility  Simplify & Kill energy vampires  Decide on who has the “D” (power to decide)  Reduce organization layers  Reduce ambiguity around the mission  Realign resources (zero basing)  Customer experience owner  Monday meetings to resolve roadblocks  Find repeatability  Reduce constant new analysis from leaders Share burden of leadership across Organization  You and everyone else owns the problem (not pushing it around)  Ban talk about “we’ve done this” “we do things this way”  Ask for forgiveness, not permission to experiment  One team!  Pair veterans with newbies (experience and energy) Action Plan for Leaders
  53. 53.  Excess complexity  Energy vampires  Debate in committees where no person “ has the D” ( the right to decide)  Excessive organizational layers and span breakers.  Ambiguity around core principles & objectives and a lack of common instincts for how to react to competitors.  Trapped resources in departments ( hence, the power of zero basing)  Balkanized customer experiences with single owner.  Lack of Monday meetings to de-bottleneck decisions and actions, leaving conflict unresolved.  Failure embrace in power of repeatable models so that each new growth opportunity demands new and different capabilities.  Large Corporate staffs endlessly initiating new activities to better inform themselves. Hidden Killers of Speed in Organizations
  54. 54.  The founder’s mentality can outlast the founders. As long as a company continues to operate based on its founder’s values and behaviors, the company can continue to be successful long after its founder is no longer at the helm.  Complexity is a silent killer for organizations, and the founder’s mentality is the best measure of an organization’s inner health.  The founder’s mentality includes three essential traits: the insurgent mission, the front-line obsession, and the owner’s mindset. All companies have founders, but not all companies have a founder’s mentality—which is based on a compelling and disruptive mission, an obsession with serving customers, and a sense of owner- ship at all levels of the organization.  All successful organizations are vulnerable to three typical crises: overload, stall-out, and free fall. With growth comes change that can put a founder’s mentality in jeopardy and an organization at risk. However, these risks are predictable and preventable. Key Take Aways
  55. 55.  Overload, stall-out, and free fall stem from internal, not external, causes. Though the three common crises or- ganizations face often appear to be caused by external factors, they are actually caused by internal dysfunc- tion—precipitated by a drifting away from the principles of the founder’s mentality.  The negative impacts of the three typical crises can be mitigated by a rejuvenation of the founder’s mentality. By rebuilding insurgency, reigniting front-line obsession, and reengaging an owner’s mindset, organizations can combat and overcome the crises of overload, stall-out, and free fall.  Everyone is a leader. The founder’s mentality presumes that every member of an organization is actively en- gaged in the company’s mission, feels empowered to act on behalf of the customer and the frontline, and takes pride in ownership. Key Take Aways
  56. 56. The Six Building Blocks to restore the Founder’s Mentality One Distinct Approach
  57. 57. Thank you Your comments ramaddster@gmail.com

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Mr.Chris Zook is a partner in Bain & Company , an expert in discovering sources of “profitable growth” for his clients, and James Allen, co-leader of Bain’s Global Strategy practice, are the best-selling co-authors of four books on “how to win the external strategy game.” Here, these forward thinkers address the fundamental conundrum of growth: In the process of growing, companies face proportionally increased “complexity,” which can stifle that growth. Zook and Allen describe three predictable crises related to growth. • The first, “overload,” occurs when expanding organizations try to cope with scaling up but only generate internal strife. • The second, “stall-out,” happens as “organizational complexity” increases rapidly, causing a sudden – and often permanent – slowdown in growth. • And third, “free fall,” is an abrupt halt of primary market growth so sudden that management can’t cope with it. Companies that avoid or overcome these crises and embrace continued growth share one crucial commonality: a driven, visionary “founder” whose “mentality” permeates and shapes the organization’s culture. A quick summary and take away of this book which also has an Action plan for Leaders. Happy Reading & Execution


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