John Patterson

Strategic Concepts & Mechanics

Signature MoveIverson: Four Layers Max, Then Stop Building Hierarchy

Cornerstone MoveIncentives as Architecture, Not Decoration

Strategic PatternStay Half a Step Ahead, Not a Mile

Capital StrategyCash Reinvested for Domination Not Dividends

Cornerstone MoveDominate One Small Thing Before Growing

Signature MoveSchwab: Split Half the Profit and Watch It Multiply

Risk DoctrineTen-Million-Dollar Education, Not Termination

Signature MoveLemann's 3G: Buy the Brewer, Install the Meritocracy

Signature MovePatterson: Educate the Customer Into Needing You

Cornerstone MoveDecentralize Everything Except Culture

Signature MovePrice: Lowest Price as Moral Crusade, Not Marketing Tactic

Risk DoctrineCalculated Bullets Before Cannonballs

Competitive AdvantageCulture as the Only Uncopiable Moat

Signature MoveKelleher: Distill Strategy to Doing, Not Planning

Cornerstone MovePromote From the Ranks, Never Import Generals

Identity & CulturePermanent Dissatisfaction as Fuel

Primary Evidence

"For John Patterson, the vision was more than providing the best cash register; it was keeping employees from stealing from their employers. For Simon Marks, it was to bring high-quality clothing and other merchandise to the masses. For Sol Price, it was to sell the best products at the lowest price. For Les Schwab, it was to give the customer the best service and to provide opportunities for employees to succeed. For Herb Kelleher, it was to bring flying to the masses, with the cheapest fares and best customer service. For Chester Cadieux, it was to provide customers with the greatest convenience. For Ken Iverson, it was to become the most efficient and cheapest steel operator. In every case, all employees knew their company’s mission and embraced it fully."

Source:Intelligent Fanatics Project

"John Patterson"

Source:Intelligent Fanatics Project

Appears In Volumes

Intelligent Fanatics Project