"If you don't zero in on your bureaucracy every so often, you will naturally build in layers. You never setout to add bureaucracy. You just get it. Period. Without even knowing it. So you always have to belooking to eliminate it. You know when Tom Watson, Sr., was running IBM, he decided they wouldnever have more than four layers from the chairman of the board to the lowest level in the company. Thatmay have been one of the greatest single reasons why IBM was successful. That's why we at Wal-Mart are just absolute fanatics about our managers and buyers getting off theirchairs here in Bentonville and getting out into those stores. We have twelve airplanesonly one of them ajet, I'm proud to sayin our hangars out at the Rogers, Arkansas, airport, and that's why they're there. There wasn't a lot of competition for us in the early days because nobody was discounting in the smallcommunities. So when we discounted items, it was just an unheard-of concept outside the larger towns. In some ways, our annual meeting is a bigger version of the kind of show we have on Saturdaymornings. We have entertainers, like Reba McEntire, the popular country singer, and we have guestspeakers. In other ways, it's a lot like the meetings of many companiesonly louder. We makepresentations to the shareholders, which focus on our accomplishments over the past year and on ourgoals and plans for the coming one. But what I think really sets our meeting apart is the degree to whichwe involve our associates, who, after all, are some of our most important shareholders. That makes it management's job to listen to those merchandisers out in the stores. We have these buyershere in Bentonville218 of themand we have to remind them all the time that their real job is to supportthe merchants in the stores. Otherwise, you have a headquarters-driven system that's out of touch withthe customers of each particular store, and you end up with a bunch of unsold workboots, overalls, andhunting rifles at the Panama City Beach store, where folks are begging for water guns and fishing rodsand pails and shovels; and at the Panama City store in town you've got a bunch of unsold beach gearstacked up gathering dust. 五月丁香六月综合欧美_好屌草_182人人草_色和尚手机看视频在线 鈥淒o tell me everything,鈥?Dr. Kenn said, with quiet kindness in his grave, firm voice. 鈥淭hink of me as one to whom a long experience has been granted, which may enable him to help you.鈥? I agonized over all this. I rarely lose sleep over crises at the office, but this time I did. I didn't want todisappoint Ron, didn't want to lose him. But the company was headed in the wrong direction. So finally Icalled him in one Saturday in June of 1976, thirty months after I had given up the chairman's job, and justsaid simply, "Well, Ron, I thought I was ready to step out, but I see that really I wasn't. I've been soinvolved that in a way it has put you under a real handicap." I told him I wanted to come back in aschairman and CEO, and have him assume another jobvice chairman and chief financial officer, I believe. Finally, a lot of folks ask me two related questions all the time. The first one is could a Wal-Mart-typestory still occur in this day and age My answer is of course it could happen again. Somewhere out thereright now there's someoneprobably hundreds of thousands of someoneswith good enough ideas to goall the way. It will be done again, over and over, providing that someone wants it badly enough to dowhat it takes to get there. It's all a matter of attitude and the capacity to constantly study and question themanagement of the business.