Years ago, we had a manager that employs Any’s publishing operations. It was good, effortlessly and responsible. Again, we felt the work needed a more creative spark, so we brought a frog to get his place. ANIA, gently passed and left the company on good terms.
Things went out well. Our work has developed and ANIA became a famous interior decorator for his creativity. The problem was the lack of creative abilities. It was a problem that we did not give him the kind of exciting problems. Although Lumanli was in our work, he developed in a different environment.
The truth is that there is nothing like “creative personality”. You need to be creative for the people in your organization. However, as you have determined these terms, even for a while, make a fertile place around, but barrier for others. Every leader should learn to make these options. Cultural issues. You should form it with care.
An error trying to find the place
Unlike ANIA, Chester Carlson did not fit enough. Bell wrote hundreds of ideas in the patent department in the laboratories, and the vast majority of the vast majority. At the end, he fired and then passed a few more work. Chester was a man looking for a place in the world.
But there was an idea, he came back. He has worked for years when he has stopped working a day and went to school at night. When the wife of Putrid smells and explosions, he mixed chemicals in the kitchen, moved his experiences to the second floor room, his mother-in-law was the mother.
Finally, he closed a prototype working in 1939, but it was far from a favorable product. Tinker and eventually continued to unite in 1946 with the Haloid Corporation. Together, they removed the product, but it costs about ten times more than competitive cars. Gunduz-Kodak, IBM and GE-GE-GE-GE-GE-GE-GE-GE-GE-GIV tried to interest in their major companies.
Like many things, the invention did not match the invention. It was not just a value offer to justify the price of the car. Joe Wilson, CEO of Haloid, saw the potential. Once the companies realized whether the cars were cars, they would no more copies.
Wilson said that Carlson’s concept is really different and the concept of Carlson, noting that some disputes are located on “hermitics”. This is how the Xerox corporation was born.
The rise and fall of a business model
Wilson saw the problem as a classic chicken and egg problem. Since no one has previously used a Herox car, they did not have any idea how useful they could be useful and did not want to buy such an expensive product. At the same time, when they do not buy cars, they will never use and the value would not see.
But if Xerox rented machines for a part of the value and charged per copies? Since clients do not plan to make a lot of copies, there was less risk of testing. Wilson will reveal the needs of the customers they never knew after the cars are installed. The model calculated that it would be profitable in 2000 copies per month.
In 1959, Herox became a moment of a moment, started 914 copyers. Technology, a long time ago, makes customers even easier 2000 copies per dayinstead of a month. He had paid Wilson’s bet. Revenues grow up to 41% in a compound year in ten years and the small company soon became the titanium of the American business.
Xerox turned to a laser aimed at optimizing the work model. His profit depended on the number of printed copies and became the main performance metric of Herox. The company did everything – how it was how it was buying and selling their medians in a simple principle.
Again, the company ended the victim of his success. Japanese competitors like Canon and Ricoh began to sell simpler, cheaper copies based on 20-year-old technology, which is easier to use. Instead of keying the “Copy room”, companies can place these small, less expensive units on each floor.
Herox was broken.
Prepare a place for misfits
At this time, this time, a young engineer, a young engineer, an engineer, such as Ania and Chester, saw that he did not see if he was not eligible. Part of the problem probably had to do with his background. Copyers were mainly based on chemistry and Gary’s interest was optical. Especially excited from lasers.
But it was more than that. Gary, wanted to build something out of work, and did not see how to fit the work of the improvements in an incompetent way to Chester Carlson. In fact, his patron threatened to shoot everyone working with Starkirthather on the project.
Finally, it was enough. He walked to the vice presidency and asked: “Do you want me to do for you or for someone else?” In this case, in the case of work, this is openly fired. Again, the fate intervened and fate had something very different in the store for Gary Starkirther.
As it will be as a chance, Xerox CEO Peter McColough was a little visually impaired. He closed that the company was and wanted to direct the company’s attention to “information architecture”. Nobody knew what really meant, but a special section, Palo Alto Research Center (PARC), was built to understand it.
As a chance, the researcher developed a technology called Bitpapping to revolutionize computer graphics. What they are impossible was a technology that could bring this graph into a physical world.
An organization that is suitable for the purpose
Herox in the Parc, created a culture that creative minds can develop. This has invented a knife, object-oriented program, Bob Metcalfe developed Ethernet; Many other technologies reaching the age of private computers were created. Some technologies were found in companies such as 3Com and Adobe.
It was also a place where Gary Starkirther, Pariah in the old Herox research laboratory on the east coast. The technology developed turned into the world’s first laser printer and brought out bititped graphics technology. As a product, it will prove to be very profitable as it will save Xerox.
Even the most innovative cultures are not a fertile place for every idea. Two researchers in Parc, Dick Shoup and Alvy Ray Smith worked on a new graphic technology called Superpaint. Unfortunately, the PARC did not match the individual calculation. Like StarkirtHather, two, two people were seen and went elsewhere.
Smith will compete with a team with another graphics pioneer, Ed Catmull at the New York Technology Institute. Later, they joined George Lucas, who saw the potential to create a new paradigm for special effects of computer graphics. Finally, the operation was sold by Steve Jobs and purchased. This company, Pixar, was sold to Disney in 2006 to $ 7.4 billion.
Great leaders build cultures that are suitable for the purpose. You have to make this choice. Inevitably, it means that some things and some people will not match. And some.