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<blockquote data-quote="Vespidae" data-source="post: 506874" data-attributes="member: 2957"><p>I have mixed feelings on this.</p><p></p><p>In my corporate career, I successfully ran businesses from the $30M size (small) to more than $500M (medium). At the height of my career, I had 11 manufacturing operations and more than 2,000 employees working for me, globally.</p><p></p><p>In every business, the key issue was the lack of a consistent business philosophy around which to organize the team. It is impossible to recruit (in this case, employees), develop (via training, job experience, etc.), deploy, measure, monitor and improve ... when the philosophy is not clearly understood by ALL employees and worse ... when it changes every 2-3 years. In my case, we made a conscious decision that we would absolutely MASTER one chosen philosophy of running the business. We did. By the time I left, we had become the largest, most profitable business of our type in the world. And it wasn't even close. This reputation helped us attract ever brighter, more motivated employees who wanted our firm's name on their resume. It was a virtuous cycle.</p><p></p><p>I remain convinced that there MUST be a GT Way of football. My own experience says that you cannot be successful by completely changing a team's philosophy with every coaching change. The role of the AD, for example, should be to guide the development of the philosophy, and then provide the resources for it to be MASTERED and executed, consistently for decades, or more. You know you are successful when other schools recruit from you just as other businesses poach employees to "learn their system".</p><p></p><p>Will the option be back? Maybe. Maybe not. But ultimately, GT must find a philosophy that works for the Yellow Jackets ... and then, MASTER it. I feel like this has been our problem since ... 1956.</p></blockquote><p></p>
[QUOTE="Vespidae, post: 506874, member: 2957"] I have mixed feelings on this. In my corporate career, I successfully ran businesses from the $30M size (small) to more than $500M (medium). At the height of my career, I had 11 manufacturing operations and more than 2,000 employees working for me, globally. In every business, the key issue was the lack of a consistent business philosophy around which to organize the team. It is impossible to recruit (in this case, employees), develop (via training, job experience, etc.), deploy, measure, monitor and improve ... when the philosophy is not clearly understood by ALL employees and worse ... when it changes every 2-3 years. In my case, we made a conscious decision that we would absolutely MASTER one chosen philosophy of running the business. We did. By the time I left, we had become the largest, most profitable business of our type in the world. And it wasn't even close. This reputation helped us attract ever brighter, more motivated employees who wanted our firm's name on their resume. It was a virtuous cycle. I remain convinced that there MUST be a GT Way of football. My own experience says that you cannot be successful by completely changing a team's philosophy with every coaching change. The role of the AD, for example, should be to guide the development of the philosophy, and then provide the resources for it to be MASTERED and executed, consistently for decades, or more. You know you are successful when other schools recruit from you just as other businesses poach employees to "learn their system". Will the option be back? Maybe. Maybe not. But ultimately, GT must find a philosophy that works for the Yellow Jackets ... and then, MASTER it. I feel like this has been our problem since ... 1956. [/QUOTE]
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