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HP Building Question Bank
07 January 2022
Bob Waterman died, at age 86, on January 2, 2022; amongst different things, the second day of the yr that marks the fortieth anniversary of the 1982 publication of in search of Excellence.
Bob and that i co-created/coauthored In Search. It changed into a 5-yr marathon, and they each concept they had accomplished a good looking good job. The reception to the a hundred+ shows of the e-book’s fabric had been uniformly heartening. however make no mistake, they had been each staggered through the reception the booklet acquired and continues to receive. The simplest grownup greater stunned than they had been turned into their Harper & Row writer, Ed Burlingame.
Bob and that i were, on the one hand, cut from the same material. They have been each proficient as engineers: Bob at the Colorado college of Mines, me at Cornell. They each earned MBAs from the Stanford Graduate college of company, and they each labored at McKinsey’s San Francisco office.
however they have been additionally very different in ways in which doubtless, in retrospect, drove their book’s success. i was noisy (in adult and in print), profane, and opinionated. Bob became calm and considerate. mixing these ameliorations was, upon reflection, what exclusive the booklet. After Bob had accomplished a re-write of an early draft of the manuscript on his spanking new Apple II, my closest 2 McKinsey buddy, Alan Kennedy, was furious, and idea Bob had drained the spirit from the textual content. i used to be aggravated, too; however I in consequence trust that the to-ing and fro-ing enabled In Search to discover a sweet spot and fix with the precise enterprise or nonbusiness reader and chief and the girl or man in the street — difficult them relatively darn without delay, but not whacking them over the top with a splintery two-with the aid of-four.
Bob and i grew to be shut buddies, and the Waterman family unit, beginning with the superb Judy Waterman, grew to become my second family unit throughout a rough patch in my personal lifestyles which coincided with much of the publication’s birthing.
Bob and i under no circumstances argued. at least in the general utilization of the notice. They “argued” by editing intensely and appreciably essentially the most contemporary draft of the manuscript that considered one of us had surpassed over to the other.
A 12 months before the ebook’s ebook, I left McKinsey quite unceremoniously, having pushed some “method-first-ultimate-always” vigour avid gamers too challenging with my incessant “people definitely first”/ “gentle stuff” suggestions ranting. but the joint writing process, amazingly, moved forward with no hitch. I even persevered my displays of the findings to dozens of McKinsey valued clientele worldwide as the material changed into massaged and massaged some extra.
Bob was an expensive expensive buddy, his household was my family unit, and in some ordinary way the booklet reflected that interwovenness rather perfectly. The conception and taste of the booklet aimed toward getting past the sterile spreadsheets and org charts and procedure maps and guidelines employee studies by means of attending to the human coronary heart of positive commercial enterprise and the ethical responsibility of the organization to the group and indeed the realm. The data and their extensive research and the stellar leaders they met similar to DANA service provider’s Ren McPherson and Johnson & Johnson’s Jim Curtis led us that approach; but the genuine
magic in the conclusion changed into arguably three the quiet Tom & Bob display that made in quest of Excellence what it turned into and is, and made it a dramatic departure from the cold depiction of enterprise and company practices that turned into the norm within the 1977–1982 interval that marked the publication’s birthing and highway-checking out.
I cherished Bob dearly and pass over him to an impossible degree. rest in peace, brother.
call It “NIRVANA DAY”
The Tom & Bob exhibit had a defining day. I call it “Nirvana Day.” They worked at McKinsey’s San Francisco workplace, housed on the 49th floor of the bank of america Tower, two studies beneath the apex the place the huge Guys resided. We’d been to the excellent on a handful of events and followed the lavish decor and the eerie silence of clerks and assistants and assistants’ assistants treading quietly on the Holy Turf. but now they were gearing up their “good corporations” analysis (the “excellent” moniker got here later courtesy the San Francisco Ballet, however that’s one more story), and there became a thrilling company 30 miles south of us, in Palo Alto, in a pre-Apple-Google Silicon Valley that was just determining up speed. The lively firm in question had just passed the $1 billion revenue mark, a big but now not overpowering number in 1978. That business become Hewlett Packard.
Bob and that i have been Stanford MBAs as noted, and HP’s new president, John younger, turned into a Stanford MBA as neatly. They thought a chat with him could be enlightening. I conveniently looked up HP’s number in the, uh, mobile booklet (remember these?) and dialed it (be aware that?).
It become answered by someone at a corporate entrance desk, and that i asked if I may be put through to “Mr. young’s workplace.” With the McKinsey suitable floor confines in mind, i thought I’d be passed off to an assistant’s assistant with whom i'd try to deploy an eventual discuss with. in its place, the gruff but satisfying voice on the different end stated, “John young right here, who’s this?” I guess I recovered without delay. I requested if Bob and that i might talk over with and turned into spoke back to with something like, “sure, when would you want to come down?” My McKinsey historical past was with these accurate floor folks on the bank of the usa Tower, and it didn’t precisely take genius to scent some thing new and diverse.
To make an extended story brief, Bob and i drove some 30 miles down Route one zero one a number of days later, walked into the understated HP leading constructing, as much as the desk, and asked for Mr. younger. A minute later, at most, Mr. young seemed, shirt sleeves rolled up, and ushered us into the executive suite. Whoops, ushered us into his eight foot by eight foot cubicle with plexiglass divider partitions about 4 toes high.
Yup. This became different.
We had a energetic conversation, and at some point, the Nirvana second in Nirvana Day befell. That was the quick John Y. brought us to the “HP approach,” the enterprise’s strategy to doing enterprise. (nowadays it will be called “company tradition,” however time period had yet to be popularized. Bob and i referred to as it a press release of “the way they do issues around right here” or “management trend,” some of the “Ss” later integrated into the fabled Waterman-Peters “McKinsey 7-S model.”) within the core of the HP means dialogue, that magic moment of moments, the lifestyles-changer passed off, when Mr. younger uttered “MBWA.”
Lights flash. Fireworks pop. A band strikes up a John Philip Sousa march. They have been just introduced to the most un-51st flooring idea 5 possible: Managing by Wandering around, the center-piece of that because of this fabled HP manner.
MBWA. Busy leaders, senior leaders, decided to get away the rarefied confines of charts-and-graphs mania and a suckup parade and by hook or by crook get in touch with the genuine
work and the real worker's who do it. To reduce the bullshit and dwell intimately engaged with “on the coal face” fact. As they wrapped up a little bit later, John took Bob and that i on an MBWA ramble through one of the engineering enviornment in the course of which his decidedly unremarkable workplace became located. He knew pretty a great deal everybody by way of identify, together with very junior engineers. The chitchat changed into about how HP went about its company and was no longer in the slightest degree bit strained, constrained or stilted.
MBWA per se and MBWA-as-metaphor for casual, in touch, very human administration (even in a big firm with heaps on the global payroll) became in impact the metaphysical epicenter of what a couple of years later grew to become the de facto signature and character of seeking Excellence.
One closing anecdote on the theme. About 5 years after the initial John younger discuss with, seeking Excellence appeared, a lot of folks purchased the book, it grew to become a phenomenon, and among different issues Bob and that i were invited to fly to new york and be interviewed on the crack of dawn on the “nowadays exhibit” by Bryant Gumbel. They had been subsequently sitting in the green room ready their turn to head on stage, and all of the sudden I became to Bob and observed, impishly, “okay, who gets to assert it, who receives to say ‘MBWA’ on country wide tv?” Bob became senior to me at McKinsey, however i was the book’s reliable lead author, so there changed into a technical standoff. They decided to flip a coin, reasonably actually. Bob gained the toss and obtained to proffer the Holy words to the nation. while i used to be somewhat bummed at the time, i'll say on this present day in January 2022, “respectable demonstrate, 6 my expensive colleague and pal — so so sorry you are not any longer amongst us.”
(Footnote/with unhappiness but now not surprise: The praises of HP are sung loudly in this short missive. regrettably, “that HP” is basically no greater. With subsequent giantism, acquisitions for acquisitions’ sake, the invidious shareholder cost maximization obsession, etc., HP lost its verve — and became, in my view, just a different bumbling massive. My profession in the remaining 25 years has turned away from these stagnant monsters and concentrated basically on the SMEs [Small and Medium-size Enterprises]. They are the job creators. They are the innovators. They are the spine of each group and economic system on the earth. And, unluckily, footnote #2, McKinsey itself has lost its way as giantism badly dented its character — witness its intimate involvement within the disgraceful Perdue Pharma fiasco.)