Risky Business
I was at my usual Wednesday breakfast yesterday and was privy to a conversation regarding the mission and vision for certain year-round camp that is currently in the process of being passed from one generation to the next.
The younger generation was arguing that the camp should be closed each winter, rather than expanding it's services, because it is so expensive to keep it open and it does not generate enough revenue. The older generation was being very emphatic that the orginal mission was a year-round camp and that the next generation should proceed very cautiously if they wish to make such a change because money should not be their deciding factor.
The younger generation expressed that they preceived the core mission of the camp to be two weeks in July each year that the board runs a camp. The older generation was arguing that, 'no, that is incorrect', the core mission is the availability of the camp to all the other groups who use it the rest of the time. Both were arguing that the camp needed to focus on it's core mission, they just could not agree what it was.
To make his point the younger generation brought up the case of General Motors in the late eighties buying up everything but Toyota because they had lost their primary focus, building automobiles. I replied that the problem was that General Motors has quit taking risks many years earlier and simply focused on continuing to build automobiles, rather than building innovative automobiles or improving the automobiles were already building.
Until about 1965 the most dynamic and successful auto manufacturer in the world had to be General Motors. New lines were introduced, new features were added, risks were taken, unexpected failures were shrugged off and unexpected successes were built upon. Then along came Ralph Nader's attack on the Corvair in, Unsafe at Any Speed. The Corvair was probably General Motor's crowning achievement, years before there was ever an energy crisis they had an entire line of fuel-efficient compact cars that could compete head to head with the coming Japanese imports and the best that Europe had to offer; I read a review of the Corvair SS by someone who raced Porsche 911s - he said that the SS was just as good or better and at a lower price. Had the Corvair division not been killed off General Motors would have had a proven, tried and true compact truck, mini van!!!, four door sedan, coupe and convertable established in the market before the buying public had ever heard the names Toyota, Datsun, Mazda or Honda (who risked their entire motorcycle company to build a car). General Motors introduced a fuel efficient garagable van 20 years ahead of Chrysler and Toyota!!!
General Motors lost it's way when it began playing it safe and began following others, the Camaro to compete with the Mustang (arguably the only real success), the Vega to compete with the Japanese, or converting a gas engine to diesel to compete with Mercedes-Benz, to name just a few. Any innovations they did come up with were either mediocre, because they played it safe or downright failures that discouraged them.
Business is about taking risks and being dynamic. Chrysler has rebuilt their company on love it or hate it design, Ford risked going retro with two of it's icons, the Thunderbird and the Mustang. They understand that their mission, taking their cue from General Motor's Harley Earl, is to build practical automobiles that evoke emotion in people, cars that people buy not because they are practical, but because they excite them. Nobody needs to buy a new car or a $100,000 car, people buy them because they want them and they want them because someone took a risk when they designed it.
Hiring a full-time maintenance person and spending the money to bring the camp up to year-round standards is a risk, but it is keep it's eye on it's mission. The camp in question was one of the first year-round camps in Saskatchewan, it was built because a group of men had a vision and a passion. It is beautiful and well constructed, times have changed, the board has changed, but should mission? The passion that drove General Motors had driven them to success and was continuing to drive them toward success in the coming decades and economic realities, but they quit listening to their visionaries and started listening to their bean counters.
The younger generation was arguing that the camp should be closed each winter, rather than expanding it's services, because it is so expensive to keep it open and it does not generate enough revenue. The older generation was being very emphatic that the orginal mission was a year-round camp and that the next generation should proceed very cautiously if they wish to make such a change because money should not be their deciding factor.
The younger generation expressed that they preceived the core mission of the camp to be two weeks in July each year that the board runs a camp. The older generation was arguing that, 'no, that is incorrect', the core mission is the availability of the camp to all the other groups who use it the rest of the time. Both were arguing that the camp needed to focus on it's core mission, they just could not agree what it was.
To make his point the younger generation brought up the case of General Motors in the late eighties buying up everything but Toyota because they had lost their primary focus, building automobiles. I replied that the problem was that General Motors has quit taking risks many years earlier and simply focused on continuing to build automobiles, rather than building innovative automobiles or improving the automobiles were already building.
Until about 1965 the most dynamic and successful auto manufacturer in the world had to be General Motors. New lines were introduced, new features were added, risks were taken, unexpected failures were shrugged off and unexpected successes were built upon. Then along came Ralph Nader's attack on the Corvair in, Unsafe at Any Speed. The Corvair was probably General Motor's crowning achievement, years before there was ever an energy crisis they had an entire line of fuel-efficient compact cars that could compete head to head with the coming Japanese imports and the best that Europe had to offer; I read a review of the Corvair SS by someone who raced Porsche 911s - he said that the SS was just as good or better and at a lower price. Had the Corvair division not been killed off General Motors would have had a proven, tried and true compact truck, mini van!!!, four door sedan, coupe and convertable established in the market before the buying public had ever heard the names Toyota, Datsun, Mazda or Honda (who risked their entire motorcycle company to build a car). General Motors introduced a fuel efficient garagable van 20 years ahead of Chrysler and Toyota!!!
General Motors lost it's way when it began playing it safe and began following others, the Camaro to compete with the Mustang (arguably the only real success), the Vega to compete with the Japanese, or converting a gas engine to diesel to compete with Mercedes-Benz, to name just a few. Any innovations they did come up with were either mediocre, because they played it safe or downright failures that discouraged them.
Business is about taking risks and being dynamic. Chrysler has rebuilt their company on love it or hate it design, Ford risked going retro with two of it's icons, the Thunderbird and the Mustang. They understand that their mission, taking their cue from General Motor's Harley Earl, is to build practical automobiles that evoke emotion in people, cars that people buy not because they are practical, but because they excite them. Nobody needs to buy a new car or a $100,000 car, people buy them because they want them and they want them because someone took a risk when they designed it.
Hiring a full-time maintenance person and spending the money to bring the camp up to year-round standards is a risk, but it is keep it's eye on it's mission. The camp in question was one of the first year-round camps in Saskatchewan, it was built because a group of men had a vision and a passion. It is beautiful and well constructed, times have changed, the board has changed, but should mission? The passion that drove General Motors had driven them to success and was continuing to drive them toward success in the coming decades and economic realities, but they quit listening to their visionaries and started listening to their bean counters.

