Letters

Readers react to articles from the June 1999 issue of Inc., including "Hire the Best" by Susan Greco, "Put Skin in the Game" by Edward O. Welles, and "Redesign Work" by Donna Fenn.

By Inc. Staff |  Sep 1, 1999

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Scattered like autumn leaves were the responses to our June issue, which heralded thechanging colors of today's business world. We've piled and bagged the whole batch. The biggest heap ofletters offered comments on "The New Commandments of Change" cover package.

Making change

In an excerpt from hisnew book, Peter Drucker discussed the need for companies to create and lead innovation rather thanreact to it. Many were in awe of the old master.

Drucker's piece is something every manager should read. Nothing drives change more than a leader withthe commitment and vision to take full responsibility for the success of organizational-change efforts. In allour work on organizational change, from start-ups to billion-dollar-plus organizations, the key ingredienthas been the leader who gets out in front and mobilizes the employees' hearts and minds.

Michael D. Teeley
President
Service Advocate
South Walpole, Mass.

Cloying employing

Our executive-recruitment story, " Hire the Best," by seniorwriter Susan Greco, sought to answer all questions about luring high-caliber talent. One curious studentstill had her hand raised at the end of class.

Your article featured several top executives who left high-paying jobs to accept (apparently) betterjob opportunities with much lower salaries. One can't help wondering what the reaction of the formeremploying companies was upon learning why they lost such top-notch personnel!

Terry Howard
Cartersville, Ga.

Born to shun

Contributing editor Donna Fenn's article " Redesign Work" detailed howCEO Rick Born, having structured his culture and management strategies around employee satisfaction,passed up a $30-million buyout of his company, Born Information Services. This company founder wasmoved by Born's principled stand.

We have had several acquisition offers but have turned them all down for fear of culture dilution. Welike who we are and don't want to be someone else. Born is a good example showing us not to make thatmistake. Thanks for a great article.

Barbara Von Halle
Founder
Knowledge Partners
Mendham, N.J.

Thick skin

In his story " Put Skin inthe Game," senior writer Edward O. Welles wrote about the Parthenon Group, a Boston-basedconsulting firm that often receives equity in lieu of fees.

I think Parthenon has finally broken the ancient mold of the strategic-management-consulting business.We can only hope that it will do for risk-sharing strategy consulting what Cambridge Technology Partnersdid for fixed-price IT projects. The trick, of course, is to build a business that can weather the inevitablemistakes and sustain profitable growth.

Unfortunately, not all consulting firms' business models can support risk sharing. But just thewillingness to share risk (and, of course, reward) with clients will build credibility and force them toexpose measurable success criteria--two key ingredients to winning business and improving the likelihoodof a successful engagement. Partnership by definition requires sacrifice, investment, and compromise byboth partners. By taking this tack with their clients, Parthenon will be able to take quantum leaps towardfostering positive long-term partnerships--a commodity that is as good as gold in this highly competitivebusiness.

Jeffrey P. Lortz
Vice-President, Professional Services
Parametric TechnologyCorp.
Waltham, Mass.

Missed opportunities

In June's Inc. Query--" Who Can Help Out with a BusinessPlan?"--finance editor Jill Andresky Fraser presented a number of options for Michael Richcreek, abusinessman in search of help. According to a few readers, we neglected to cite some importantchoices.

Your article about getting help for business plans was on target, but I think you overlooked a source ofgreat potential--universities. With the explosion of entrepreneurship programs in B-schools around thecountry, there are lots of opportunities to get help from undergraduate and graduate students. A lot ofstudents enrolled in business-plan-writing courses need ideas to use for their plans. Richcreek may be ableto "buy" a very professional business plan in exchange for a small donation.