The Top 10 lessons learned from Microsoft about how to build an enterprise!

Originally Submitted on 9/12/97.

In reading a recent article from Harvard Business Review Management Update published monthly by the friendly business folks at Harvard, I couldn't help but think that their research and conclusions should be passed on to the world at large through a top ten list like this one! This compilation is in my own words but inspiration comes from the newsletter in an article by David Stauffer from volume 2, number 9, September 1997! Subscribe at http://www.hbsp.harvard.edu.

1. IT'S THAT VISION THING!

In my view, "having a computer on everyone's desk running Microsoft Software" is pretty clear. The fantastic part of this vision is that there seems to be a place for everyone, doing something that they are interested in--to help mankind! WOW! Talk about enabling! Heck, I'd even like to work for them.

2. FIRST WITH THE MOST--WINS!

This strategy is counter-intuitive. We're all taught that something worth doing is worth doing right. But the lesson here in the zig-a-second times we're in, is somewhat different. Lot's of folks rail at MS for vapormarketing, but clearly the strategy of getting there and then having the moxie and muscle to fix it and stand behind it has to be considered as an effective ploy.

3. CREATING THE SPACE FOR EVERYBODY TO PLAY!

As evidenced by point one, the MS vision creates a space big enough for truly great people to play and win and then play and win some more. There are so many facets to the vision that almost anyone can find something truly interesting to work towards. This space enables people to find a niche and pour themselves into creating and implementing outcomes which move the vision forward, at the same time, recognizing the individual for their efforts.

4. HIRE THE BEST, THE BRIGHTEST AND THE MOST HUNGRY!

I guess that this is not such a novel idea at all, yet how many companies really have a strategy to go out and find the best and then get them placed in the organization where they can do the most good. It is like running racing gas compared to unleaded--everything seems to operate at a level of performance above the norm and it is evident that this may be the most powerful strategy MS employs!

5. SET HIGH STANDARDS--REAL HIGH!

This strategy is two-fold and requires both components to function. First you need champions, then you need them to perform at championship levels. I have been on a few great teams and when I look back on them as to why they were so good, these two components were there. The people were truly outstanding and the levels of expected performance drove the process--it created an "attitude" that continued to lead to high performance--bringing the entire organization up a notch.

6. FOSTER MENTAL TOUGHNESS--everything can be questioned!

Competing is fun, collaborating is better, becoming interdevelopmental as Thomas Leonard might say, is best. It takes being centered and being resistant to ego defamation to take criticism and to respond and adapt to discovery questioning--especially when one's prodigy is on the line--and improve in the face of critical review requires toughness! However to achieve high standards everything must be on the table. Nothing can be sacrosanct and most of all, everything is fair game including the top leadership! In an arena like this, learning occurs in leaps and bounds and discontinuous innovation keeps the profit curve jumping to the next level rather than follwing the standard life cycle.

7. LEARNING FROM THE SUCCESSFUL FAILURE!

That's right. In a book that may take me a few more decades to write, I have created the phrase, "failing to succeed." This phrase keeps failing from being failure. I have been excited by the recent hubub around living systems and how their models can help us understand business in a competitive system. It seems that living systems succeed by failing. The system learns from error because it takes chances and then it learns from the errors and adapts to higher more complex levels of function through iteration after iteration. In business we must "fail to succeed"--quickly!

8. CREATE BOSSLESSNESS!

In Marvin Bower's THE WILL TO LEAD, HBR Press, 1997, he discusses the "leadership company" in which there are no bosses. While no company including MS has reached this level of function, the idea of leadership appearing and leading process as needed is strongly evidenced by MS Style, in my view. The MS organization is fairly flat--no more than 6 levels--and leaders manage by walking around, listening and creating opportunities for leadership.

9. DON'T STOP JUST BECAUSE YOU WIN!

Without trying to sound too left-brained, winning is a journey whether it be in your personal life or in business. In today's competitive climate, if you're going to play, you had better be prepared to compete. I firmly believe that we can do this while keeping in mind that people need to have lives, too. Tomorrow, success and winning will mean that we have taken care of the whole person and not just have used someone as some kind of accounting entry. Organization will become community and community will compete for resources with the rest of the planet. The trick will be to create more value than you use--an entirely new paradigm--towards a sustainable future.

10. HERE'S ONE FOR THE GIPPER--AND EVERYBODY ELSE!

Phillip Crosby said somewhere, that the goal of organization should be to "help people have lives." While Phillip has taken his share of criticism, this statement will stay with me always. I hope to spread these words in most things I write. It is crucial that organizations create the space for people to have the lives they desire while contributing to the greater good. WE MUST finally recognize and incorporate spirit in business as it is already there. WE MUST create the potential for people to actualize themselves in their fullest sense and to create the environment where people can find success and happiness while doing good work!

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