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So far, our examples of expert intuition in established firms have involved developing new products or services. But remember Schumpeter s comment on the creative response in large companies. He noted that there are different colors to entrepreneur-
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ship, including setting up or organizing. So the art of what works in large companies can also take the form of creative structure. Let s look at some examples. Our primary source for creative structure is a classic work of business history, Alfred Chandler s Strategy and Structure. Chandler wrote in the early 1960s, when American companies were mushrooming in size. He looked back to the era before World War II, when just a few firms had achieved such scale. Chandler studied how they did it, as a lesson for modern companies that were going through the same thing. As you grow, complex administrative problems make you adjust your structure. Chandler looked for lessons in the earlier period, asking what structures had been used to administer great enterprises of the day. Here we consider the choice of structure as an act of strategy. You have to decide on a course of action, even if that action concerns your structure. In contrast, Chandler and many other writers restrict the term strategy to your choice of product, service, or market. Then structure follows. One of the great lessons of Chandler s book is that strategy follows structure. That s fine. But the art of what works embraces both the original strategy and the choice of organizational form. Our definition of strategy is wider than Chandler s: It s how you decide on any course of action and changes along the way. So how you decide on a structure can also be a strategy. Chandler himself says that executives faced with complex problems can use a structure to solve them. For those problems, their course of action was to choose a particular structure. So in Chandler s cases, the structure was a means to an end, a solution to a problem in other words, a strategy. Chandler selected four great enterprises that had all adopted the same structure early and well: a single general office with several decentralized operating divisions. When faced with the complexity brought about by scale, they all found a similar solution. The four firms were DuPont, General Motors, Standard Oil (New Jersey), and Sears. At the time Chandler studied them, these four firms were thriving. So, like Bhid and Built to Last, Chandler studied success.
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Let s look at each company in turn, to see if expert intuition played a role in its achievements.
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DuPont began in 1804 as a maker of gunpowder. It quickly dominated the American market and branched out to other explosives. World War I helped the company grow even more. But during the war, DuPont branched out further, to other products that used some of the same ingredients as explosives. It went from one product line to many, almost overnight. The result was an administrative nightmare. Profits started to suffer. Chandler cites a report that noted, The more paint and varnish we sold, the more money we lost. Right after the war, in 1919, DuPont s Executive Committee appointed a subcommittee to study the problem and propose solutions. The subcommittee s members came from the company s four grand divisions Production, Sales, Treasurer, and Development plus the old Explosives Manufacturing Department. This subcommittee then appointed a sub-subcommittee to do the actual work. First the sub-subcommittee wrote a detailed report on the problem. Then, Chandler tells us, They made a detailed study of outside experience. So like Isaac Newton, they stood on the shoulders of giants. The company knew little about marketing; it was used to selling explosives by the ton. Now many of its products came in packages. So the sub-subcommittee interviewed an expert, a Mr. Boyd of Curtis Publishing in Massachusetts. Boyd came to DuPont headquarters in Delaware to explain how advertising and merchandising worked. Now that it knew a little more about the subject, the sub-subcommittee looked more widely. It made a list of companies with market activities comparable with their own and interviewed executives from eight of them: Armour, International Harvester, Johns-Manville, Scoville, Alcoa, Procter & Gamble, Colgate, and the U.S. Tire Company.
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