INTERVIEW i have started with a small company in omaha, nebraska, and end up being the president of coca-cola? good luck and good fortune were a VIEW huge part of it. i’ve been a very lucky guy. Success is a journey and not a destination. How important have your relation- ships been with your associates and other colleagues? InterviewINTER The Ten Commandments The minute you believe it’s a destination, nothing works unless it works through re- lationships. nothing is possible unless you do it with and through others. the most beautiful di- you’d better ask for the farewell party. amonds in the world are worthless until they’re for Business Failure on somebody’s fi nger. For a leader, the more you work your way into an organization, the less important you become, because everything happens in a system. i’ve always considered An Interview with Donald Keough, Did you enjoy the process of putting tell him the bad news. so it can be a trap for myself to be a high-priced janitor in that my role Chairman of the Board, Allen & Company, Inc. the book together? leaders. is to keep the aisles clean for smart people to go i did. it brought back some of the deci- Is it more challenging to take risks to- ahead and do their work. it’s a good job. fact that you learn more from your failures than corporation to see if coca-cola could be sold sions i’ve made and reminded me that if there’s day than in the past? What would people who have worked you do from your successes. i gave a speech in other countries. making money was tough a possibility of a war, and you have the capacity it is challenging, because you’re under con- with you say about your leadership style? on the subject at our company conference in in those early days. but the leaders of the com- to stop the war but don’t, it’s your war. if your stant daily pressure. yet, there are those execu- they’d say it was interesting. they’d say sun valley in 2006. the speech was called “the pany took risks, and it is still around today. on intuitive judgment tells you one thing, but data, tives who say, “this is the way we’re going to run you never could take don Keough for granted, ten commandments for business Failure” and a the other hand, Xerox had a multiyear lead in outside expert opinion, and reams of facts and the business, and we will not let some analyst de- and that if you think you had him fi gured out, number of people, including herbert allen and the personal computer business. the graphic quotes say another, you have to be very careful. cide how the business will be run.” i was on the you probably were wrong. i would hope they’d warren buffett, suggested that the subject would user interface was developed in their facility trust your instincts. but writing the book was a board of mcdonald’s when Jim cantalupo came say he was fair, that it was fun to be around him, make an interesting book. it’s a small book, and in palo alto, california, but the leadership of wonderful experience. it reinforced that success in as ceo after mcdonald’s had gone through six and that he was interested in consistent perfor- there’s nothing dramatic in it, but it’s something the company failed to take a risk on its devel- is a word you don’t play around with. success or seven years of lackluster performance. he met mance. and that he wasn’t perfect. i’ve thought a lot about over the years. opment. there are countless other examples, is a journey and not a destination. the minute in new york with the analysts. he stood up and Are you optimistic despite all of the First of all, we all make mistakes. i’ve because it’s easy to quit taking risks. you believe it’s a destination, you’d better ask said, i’m probably not going to talk to you for the economic issues facing us today? learned more from my mistakes than i have from the second commandment is to be infl ex- for the farewell party. foreseeable future because i have a lot of work i’m totally optimistic. it’s exciting that in the any lucky, happy, successful things that hap- ible, and coke again is a great example. the Is the book directed at young future to do in the stores, and i’m going to spend my past dozen or so years, one billion people have pened to me throughout my career. success has whole company fell in love with the iconic leaders as well as current executives lead- time and effort, and that of all of my associates, moved into the middle class around the world. within it two viruses: one is arrogance and the six-and-a-half-ounce bottle. all of a sudden, it ing large companies? to fi x the stores. when we do that, you’ll be able i think it’s fantastic that china and india are other is complacency. both lead you to think that was like an egg – the contents and the package it will fi nd its own way. i hope it can be to make up your own mind. he died a year and building huge middle classes. the world isn’t customers are lucky doing business with you. i were identical, and one didn’t exist without the part of the dialogue in mba programs, where a half later, but he set the pattern. if you look perfect, but it’s headed in the right direction. remember a story about one fountain customer other. so in 1939, when pepsi-cola introduced a so much time is spent on how to succeed. i’ve at what’s happened to mcdonald’s in the past as for america, we’ve got emerging companies who was starting out in business. he went to the 12-ounce package, twice as much for the same spent a lot of time talking to young people, several years, it can be attributed to that simple, building wonderful middle classes, and the min- Donald Keough coke salesman in the local town and said that he nickel, the management of coke refused to con- and they are asking the questions that can be honest statement. there are good examples of ute people own something, they have some- didn’t have much money and asked to borrow sider any package but the six-and-a-half-ounce answered by this book. i would hope this be- people in the business who are not going to let thing to protect. when you have something to EDITORS’ NOTE Prior to assuming his present equipment, offering to pay for it over time. the bottle. it took until the mid ’50s for the company comes kind of a textbook, and if a senior execu- some analyst decide how they’re going to run protect, you don’t want to be frivolous. it’s the post at Allen & Company, Don Keough served as salesman said the company didn’t do business to consider other packaging opportunities. being tive reads it, it will give him pause. i have heard the business. most exciting time in the world right now. President, Chief Operating Offi cer, and Director that way and told the customer that he couldn’t infl exible is a disease that can just happen. that from a few people already. of The Coca-Cola Company from 1981 to 1993. get along without coke. the customer said he another commandment involves playing In the end, how much does success He was reelected a Director of the company was going to try, and ultimately built a chain of the game too close to the line. if you go back come down to character? in 2004. Educated at Creighton University in about 1,000 stores. i’m happy to say that coke to 1982, when the economy was sailing and the environment has a lot to do with shap- Omaha, Nebraska, he served on several compa- does very well with that customer now. it just “the market” became important, some com- ing your life. when the pressure is on leaders Nothing works unless it works through nies’ boards, including the H.J. Heinz Company, shows what can happen. that arrogance of the panies that had been corrrectly interested in to move stock or reach certain objectives, it is The Home Depot, USA Network, and McDonald’s salesman is sort of the framework against which managing the business began to think instead intense. it takes a lot of self-assurance and intel- Corporation. He currently serves on the board of this little book is written. about managing the stock. as a result, these lectual courage for people not to be swept away. relationships. Nothing is possible unless Berkshire Hathaway and is a trustee of numerous the fi rst commandment for failure in companies began playing very close to that thankfully, in a lot of american businesses, you educational and charitable foundations. Keough’s the book is to avoid taking risks. the minute line that separates the right things to do from can fi nd executives that make it clear to the new book, the ten commandments of business you’re comfortable, you’d better watch out. the wrong ones. the language, in some cases, street that they’re going to run the business for you do it with and through others.