PRIME MOVERS
Entity Dossier
entity

Bedford

Strategic Concepts & Mechanics

Strategic PatternMore Things for More People at Lower Prices
Operating PrincipleFire the Teacher Not the Student
Decision FrameworkDelegate Everything Except the Bet-the-Company Call
Signature MoveFlattery-First Then Publicize Your Version
Identity & CultureTheatrical Recognition as Loyalty Engine
Cornerstone MoveDive Through the Window Before It Closes
Signature MoveCross-Pollinate Executives Through Rotating Questions
Operating PrincipleProfit Lives in the Overload
Signature MoveForty-Eight-Hour Answers, No Study Committees
Identity & CultureRename Problems as Opportunities in Work Clothes
Signature MovePile Work Until Key Men Emerge
Cornerstone MoveStorm the Monopoly Gate at Government Speed

Primary Evidence

"Kaiser benefited tremendously from the dynamics of the process. In selling ideas to his top managers, he consistently refined and sharpened his thought process. Bedford recalled that he sometimes argued both sides of an issue, testing his subordinates’ mental skills. Nevertheless, when he was determined to do something, his decisions sometimes defied logic. Bedford claimed that many top executives, himself included, opposed the automobile venture. But Kaiser was determined to make cars, and they had to make the best of it. 6"

Source:Henry J. Kaiser

"Kaiser benefited tremendously from the dynamics of the process. In selling ideas to his top managers, he consistently refined and sharpened his thought process. Bedford recalled that he sometimes argued both sides of an issue, testing his subordinates’ mental skills. Nevertheless, when he was determined to do something, his decisions sometimes defied logic. Bedford claimed that many top executives, himself included, opposed the automobile venture. But Kaiser was determined to make cars, and they had to make the best of it.6"

Source:Henry J. Kaiser

Appears In Volumes

Henry J. Kaiser