MBAFORGET YOUR

A FRAMEWORK FORBEING A MANAGER INA CREATOR CULTURE

Marcelo SomersMedia Product Manager

Sabre Holdings@marcelosomers

behindcompanies.com

Making money IS NOT YOUR GOAL

Profit […] is the result of doing things right rather than the purpose of business activity. It is, above all, determined by what is necessary to attain company objectives. Profitability is a measurement of how well the business discharges its functions in serving market and customer.- Peter Drucker in Management: Tasks, Responsibilities, Practices (http://amzn.to/gZzfiU)

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http://www.flickr.com/photos/38047620@N00/3745750018/

When you look at growth as a strategy, it becomes somewhat seductive, addictive. But growth should not be—and is not—a strategy; it’s a tactic. The primary lesson I’ve learned over the years is that growth and success can cover up a lot of mistakes. We’re going to make more mistakes. But we’ve learned a great lesson. And as we return the company to growth, it’ll be disciplined, profitable growth for the right reasons—a different kind of growth.”

- Howard Schultz, Starbucks CEO (http://bit.ly/eAUwQE)

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AmazingBUILD AN

PRODUCT

(or service!)

At Apple the top priority is the product.

Sounds trivial, but very few companies place product first. Those who do tend to be producing creative works (e.g. movie or advertising studios, companies built around a creative process). Most companies place either production or distribution first.

Placing product first forces the bizarre behavior that Apple is well known for: being innovative and quixotic. It makes them foolish and hungry. Sometimes it even makes them catastrophically destructive to competitors.”

- Horace Dediu (http://bit.ly/fApvkB)

“http://www.xtranza.com/blog/?p=284

http://www.flickr.com/photos/18874793@N00/1507407136/

Farming vs Mining

http://www.flickr.com/photos/94881465@N00/2268231965/

Real Artists shipIDEAS ARE CHEAP,

http://thefutureofthings.com/pod/243/microsoft-surface-computing.html

ManagerTHE ROLE OF A

A lot of startup talk seems to say that you should simply get a lot of smart people together and let them do whatever they want until something sticks, and that is a recipe for success in everything (product, team happiness). This is wrong. So wrong.

Creativity comes from constraints and direction. For us, the hard part of this was to actually define the problems / goals we were attacking and then ruthlessly refuse projects that didn’t address these. Instead, we found it so much easier to simply say “yes” whenever someone suggested something, but then let it die later through neglect or lack of interest – on purpose, or otherwise. This is a horrible idea, because it not only communicates an utter lack of focus but it is completely and utterly opposite of honest communication, and leads to people feeling betrayed, and rightly so.

Instead, you should provide a problem and framework, then let employee X figure out the solution.

- Justin Kan of Justin.tv (http://read.bi/gp0Hl4)

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ExperienceDON’T HIRE FOR

Knowing that “it can’t be done” because you can recount each of the failed attempts in the last 20 years to solve the problem can be a boat anchor on insight and imagination. This not only effects individuals, but happens to companies as they age.- Steve Blank (http://bit.ly/eYkItr)

“

Insanely HappyMAKE YOUR CUSTOMERS

RevenueDON’T CHASE

AT THE EXPENSE OFWHAT MAKES YOU

SUCCESSFUL

http://www.flickr.com/photos/jorgeq82/5401489188/in/photostream/

Golden GoosesSLAUGHTER YOUR

Thank You.

@marcelosomersbehindcompanies.com

linkedin.com/in/marcelosomers

NOTES AVAILABLE: BIT.LY/CREATOR-FRAMEWORK