The authors define the type of company we would all like to work for! A company built on friendship and where everyone genuinely cares about each other. Does this sound too good to be true? Apparently not, as this book demonstrates how fifteen of the worlds best companies have confronted the most severe management challenges and prevailed. In contrast to the prevalent management technique of operating "lean and mean", Good Company demonstrates the opposite approach. Rosenbluth and Peters offer solutions on how an organization can discard outdated practices and create an environment of innovation, teamwork, continuous learning and joy at work. Chapter six of the book is entitled, "We're Not Born into Leadership: We Convert". It is here the authors define a valuable principle by stating that "Companies can't bestow leadership upon people; true leadership is earned with right attitude, skills, and behavior."
The cultural foundation of the books corporate examples is most refreshing. It is that the pathway to competitive success is paved by investing first and foremost in your people. The authors show how any size organization can gain a competitive edge by accepting greater responsibility for society at large and the welfare of their employees. Organizations specifically mentioned include Land's End, Hallmark Cards, Mary Kay Inc., Southwest Airlines and over a dozen others.
It is no mere coincidence that the same companies which the editors of Fortune annually rate as the "most admired" also have the greatest cap value. For the co-authors of Good Company, the term "good" refers to character as well as to competence, to decency as well as to dedication. In their book, they examine their "peers from the top 100" (Rosenbluth International is one of them), explaining why the best companies to work for are the best companies to work with.
One of the most valuable points in Good Company is that almost any company (regardless of size or nature) can learn a great deal from the family farm model. Obviously, there will be significant differences between and among companies in terms of how they define terms such as "farm land", "seeds", "crops", "harvest, "going to market", "town", etc. Fair enough. However, each farm is an organization which requires teamwork as well as hard work, careful planning and constant attention, and a healthy respect for natural forces.
Good Company examines two models: the Rosenbluth "farm" as well as the generic "family farm." In process, Rosenbluth and Peters take a close look at fifteen other companies which vary widely in terms of size and nature. "What do all of these companies share in common?" Good Company answers that question. "Why are these same companies rated the most highly respected?" Same answer. An abundant harvest awaits those who care as fiercely as they compete.