There may be an unwritten rule in business that when a company goes public, the unique founders have to be ousted. The parable: entrepreneurs are nice for getting an organization began, but not so great when Wall Street is wanting over their shoulder. Part of this thinking is that founders of companies are mavericks, passionate doers with a vision, nontraditional in their approach to administration and outspoken – the sort of rabble rousing that makes buyers uneasy. (What is rabble rousing anyway?)

Passionate of their approach, some are seen as little more than televangelists who work their corporate gospel for all it is worth, however when confronted with real administration challenges, their methodologies are revealed to be a house of cards.

To put it mildly, this is a gross generalization and highly inaccurate.

Case in point, Steve Jobs was an entrepreneur with a vision – created the greatest consumer-friendly pc on the planet and took a byte (pun meant) out of IBM’s market dominance. Passionate and visionary, Jobs had in his corner Steve Wozniak to deal with the structure of Apple. Before these guys, working on a pc required extensive information of code just to do a easy task. Many a pc science main seemed down at those that could not understand the fundamentals of a computer. Then Apple came along and adjusted all that posturing by inventing a person-pleasant computer that required no code, no programming data, just plug and play. With their visually intuitive interface, Apple redefined what working on a computer meant. They changed the pc business forever by creating computer systems for the rest of us.

So, it wasn’t a mystery why Mac grew to become the computer of choice for graphic designers – with it’s deal with the graphical consumer interface and out of the box ease of operation, an Apple could be used by anyone. Earlier than the Macintosh, all typesetting at ad businesses and design firms had to be sent out to a type house to be set into those neat rows you see in magazines and newspapers. You by no means knew what the type would appear like till it came back. One unsuitable calculation might destroy a piece. Calculating typefaces was a science only doled out to designers with a propensity for math. With applications like Pagemaker and WYSIWYG (what you see is what you get) interfacing, Apple ruined independent typesetting corporations overnight. Now all typesetting may very well be executed in house from your desktop and changes could be made instantaneously. Apple was the David that slew Goliath and Apple consumers started to tackle a cult-like obsession.

But all was not well at Apple. Jobs’ direction for the company appeared at odds with CEO John Sculley. An influence wrestle ensued and the board of directors sided with Sculley – Jobs was compelled out, and the press had a discipline day. To an outsider it made no sense. To a seasoned businessperson, it wasn’t quickly enough. The founder whose ideology was what introduced the corporate to its current stage of profitability and notoriety was seen as a hindrance to the following phase of success. The parable of the entrepreneur, unable to take the company forward, prevailed.

At first, the executive staff took Apple down a road where it had never been earlier than, and profits were the proof that every one was working. Time would inform, however, that a new CEO, several years of lack luster sales, and a low stock value are sufficient to make even probably the most seasoned board of directors realize they might have made a mistake. The Macintosh started to appear to be an IBM clone. Just another computer.

For obvious reasons, Jobs was requested back in ninety seven and the Apple model started to make a comeback. The entrepreneurial spirit returned and Apple stopped making products that appeared like grey boxes and began placing the ergonomic designs back into their industrial design. Lessons realized from Jobs’ NEXT laptop system have been integrated into the new PowerMac lines, and the iMac brought the Apple model back to profitability. This was an entrepreneur with executive and strategic execution.

Jobs brought the passion back to Apple. The parable of the entrepreneur had been broken. And let’s not overlook Jobs’ investment in Pixar before it was acquired by Disney. A lot for the myth of the entrepreneur not understanding real business.

Conversely, executives who arose by the ranks of Wharton, Yale or Harvard realized the ropes of hard work and numbers crunching, finally touchdown a key leadership place after quite a bit of seasoning, are just as valid. Many a enterprise wants this style of management to operate and with over 50 million businesses within the United States, I might say the majority of them operate under this administration structure.

Just look at the number of law, accounting and engineering companies that must have severe systems in place to operate. This is not just a contented accident, it is tried and true business 101. Many instances executives are brought in to clean up the large mess created by a founder who didn’t know any better.

Certainly one of my favorite case research of exemplary reorganizing is Harley Davidson. AMF drove the Harley name into the ground back in the 70s by firing employees and streamlining production to such a degree that Harley Davidson grew to become the laughing stock of the motorcycle industry. In an effort to push for larger and higher profits, AMF forgot to make a superior product. It did not take long for Japanese imports of higher high quality to flood the American market.

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