Book Summary Preview : Profit from Experience

The Big Idea
“Few organizations are so weak they can’t be saved, few are so healthy they can’t be improved.” -Gil Amelio

An inspiring and true story of National Semiconductor’s Transformation Management process, as told by the former Chairman and CEO of Apple Computer.

This remarkable firsthand story of corporate transformation from a key change agent shows how to engineer a turnaround, bring health to any company, and enjoy greater long-term profits.

Outlining key issues, strategies, and guidelines Gil introduced at National Semiconductor, this captain tells the story of how he steered his ship from the brink of bankruptcy to its highest earnings in just three years.

Part One – People Leadership

Charting the Course

Chapter 1- Creating the Vision
Vision is a statement of what the company wants to become; Mission is a more precise description of what the company does, and purpose is associated with specific objectives – to double sales annually or gain more market share by a certain percentage.

Your vision should clearly express your values.

• Your vision statement must be powerfully short, and succinct.
• Take Johnson & Johnson, when several cases of death in Chicago arose from the use of Tylenol, the company immediately recalled the product, nationwide. This decision was guided by the first line of the J&J mission statement, “We believe our first responsibility is to doctors, nurses, patients, mothers, and all others who use our products and services…”
• Your vision must be an evolving document. As markets, technology, and the world moves forward, so must your vision.
• Disney’s basic vision/mission of “making people happy” has guided it through decades of changes in the entertainment industry
• Your vision must go beyond the obvious reason-for-being, that is, to make money. It must serve a higher purpose and be inspiring enough for people to get out of bed every morning and come to work.
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