Where This Came From
Before the method, there was a business that had to work.
I went to work at twelve. Not as a story to tell later — because that is what the situation required. What it taught me early is that results are measured, pressure is constant, and trust is the only thing you cannot invoice for.
Then came three organizations where leadership, sales performance and service quality are not enrichment programs but survival requirements: Siemens, then IBM, then Alcon Surgical. At Alcon, in 1992, I was made General Manager of a business unit. I was twenty-one, and the unit was losing ground in a market where competitors were winning on price and pressure.
Nobody handed me a method. I had a team, a market that was beating us, and no budget for being wrong twice.
So we rebuilt the operation around four non-negotiables — and kept them non-negotiable on the weeks it would have been easier not to.
What happened between 1992 and 1995
2% → 87%Market share, over four years.
3rdMost profitable operation in its segment, worldwide.
4 yearsThe whole arc, start to finish.
That result is mine as an operator, not a client's. It is the reason I can say the rest of this without hedging: I am not describing what I have read about alignment. I am describing what I had to build when the alternative was losing the business.







