Scaling up excellence : getting to more without settling for by Robert I. Sutton

By Robert I. Sutton

"In Scaling Up Excellence, bestselling writer Bob Sutton and Stanford colleague Huggy Rao take on the subject that obsesses companies huge and small, from start-ups to Fortune 500 companies--how to scale up their companies and unfold excellence during the organizational culture"--

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Extra info for Scaling up excellence : getting to more without settling for less

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Executives could always point to pockets in their organizations where people were doing a great job of uncovering and meeting customer needs. There was always some excellence—there just wasn’t enough of it. What drove them crazy, kept them up at night, and devoured their workdays was the difficulty of spreading that excellence to more people and more places. They also emphasized that the Problem of More (which they often called “scaling” or “scaling up”) wasn’t limited to building customer-focused organizations; it was a barrier to spreading excellence of every stripe.

2. Engage All the Senses Howard Schultz’s memo added that, because Starbucks no longer grinds coffee in stores, they “no longer have the soul of the past” that was once evoked by the sounds of grinders and smells of freshly ground coffee. So he reintroduced it. This lament dovetails with our second mantra. Mindsets are spread and sustained by subtle cues that activate all the senses. Many studies show how stimuli that people don’t notice, barely notice, or strike them as trivial can nonetheless have potent effects on how they think and act.

We’ve witnessed their ability to sustain this focus no matter how wild and out of control the ride became since 2006, when our conversations, interviews, and projects with people at Facebook began. They’ve done so despite brutal time pressures and distractions: adding as many as 3 million users per week and enduring intense media scrutiny (most start-ups aren’t besieged with questions about toppling the Egyptian and Libyan governments), a Hollywood blockbuster that portrayed Zuckerberg in an unflattering light, nasty lawsuits, and withering user revolts—750,000 users objected to the News Feed feature in 2006 and millions complained about “Timeline” in 2012.

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