In 1990 a young banker was put in charge of an unprofitable cellphone manufacturer with the brief to decide whether it was worth investing in it, or whether it should be sold off.
The banker decided it was worth investing in three things: more manufacturing capacity to increase volume output; evangelism to establish a global brand name; a move from analogue phones to digital phones.
The evangelism was achieved not only through advertising agencies, but by unleashing a tribe of employees steeped in a free-speaking company culture, onto the conference and business meeting circuit. The tribe made friends and allies by being open, engaging, challenging and humorous.
By 2000, the cellphone manufacturer had 30% global market share, $30 billion of annual revenues growing at 100% a year and a market cap of $200 billion. Between 1995 and 2000, its shares increased 2,300%.
MORAL: Where There's A Will There's A Way.
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