I watched The Founder, a fascinating movie about the beginning days of McDonald’s. In 1954 when the McDonald Brothers opened their hamburger stand, the only “fast food” was served at drive-ins where there was nothing speedy about the service. The brothers created a revolutionary automation system that trimmed the wait from 30 minutes to 30 seconds, in part by reducing their menu from 27 items to just three: hamburgers, fries and soft drinks.

What seems commonplace today caused an uproar when they first opened. “We underestimated the learning curve,” said Mac McDonald. Early customers were furious that they had to get out of their car and place their own orders (instead of a carhop coming to take them). They were mad that there were no plates and that they were expected to eat off of paper wrappers. They didn’t like that they had to throw away their own trash. But they did like the food, and so the franchise grew (and grew and grew) until now it feeds 1% of the world’s population every day!

There are many lessons from The Founder (and I’ll share more tomorrow) but take two away today. First, consider whether your “menu” is too robust. The McDonald brothers found that 87% of their sales came from the three items they retained, allowing them to specialize and improve in ways that an expansive menu would have not. Are you trying to be all things to all people? Would you provide better value or service if you concentrated on a smaller range of offerings and did them better than anyone?

Thought number two: when you implement a change, be intentional about the learning curve that those who will experience it will encounter. You understand the reasons why eliminating your “car hops” makes it better for everyone, but have you shared that rationale? Have you tested your concept on users who aren’t familiar with the back story to see what questions they have or how they react?

There is organizational gold under those arches. Mine a bit of it for yourself.

 

 

About the Author leadership dots by dr. beth triplett

I'm the chief connector at leadership dots where I serve as "the string" for individuals and organizations. Like stringing pearls together to make a necklace, "being the string" is an intentional way of thinking and behaving – making linkages between things that otherwise appear random or unconnected – whether that be supervising a staff, completing a dissertation or advancing a project in the workplace. I share daily leadership dots on my blog to provide examples of “the string” in action. I use the string philosophy through coaching, consulting and teaching to help others build capacity in themselves and their organizations. I craft analogies and metaphors that help people comprehend complex topics and understand their role in the system. My favorite work involves helping those new to supervision or newly promoted supervisors build confidence and learn the skills necessary to effectively lead their team.

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