The New York Times yesterday had an excellent feature on the revival of McDonald’s over the past five years (here). I don’t quite buy this characterization of the change by Bob Goldin at Technomics, however.
[T]he McDonald’s rebound had been singular because of its simplicity: “execute the basics, flawlessly.” He described the McDonald’s strategy as “three yards and a cloud of dust,” adding that “it’s not revolution stuff.”
I’m not sure what revolution looks like… a new format, new menu items, new hours, etc.? My guess is that commentators are looking for a visible manifestation of wrenching change. But perhaps the revolution at McDonald’s is in the way it can implement change. From a franchisor, Ken Hullings:
It seemed like every other month I was putting something on the menu or taking something off, he says. We were looking for that magic bullet, that magic pill. And I think what we realized that it wasn’t just one thing.
I think that there’s a better football analogy for this business approach — the West Coast offense (especially Bill Walsh’s version). This approach is in many ways conservative and disciplined, yet enables diversity and unpredictability in one’s play calling. It also values players who can react in real-time to the unfolding competitive enviroment (i.e., the defense). In fact, it sounds an awful lot like what the IBM Global Survey (here) envisioned as:
The Enterprise of the Future [which] embraces unpredictability as the new routine…