Organizing Genius – The Skunk Works

What is Skunk WorksWhat makes groups tick: Great GroupsGreat Groups at work at Skunk WorksLeadership styles: Is there one good way??Leadership styles: A comparative study What ignites the Great Groups

Agenda

A top secret project for Aircraft DesignFormed by Clarence L. “Kelly” JohnsonWhy the name “Skunk”Great Groups : 14 rulesOther Examples of Great Groups: Macintosh, Xerox PARC, Disney AnimationsAfter Johnson’s retirement led by Ben Rich

Skunk Works

• Small number of talented people: -Members look at themselves as creative elite-Realization that other members are excellent encourages mutual respect --> Less conflict• Secrecy, keep out others-Member of an exclusive group, privy to information from which world is excluded serves as powerful social glue• Freedom-Casual dressing: Not required to wear uniform --> increase collegiality-Talented, independent prefer to dress themselves• Creation of a subculture-Lingo, Nicknames, jargons create bonding

What Makes Groups Tick – GREAT GROUPS

• Great groups in Skunk works dwelled not according to their rank but according to the job assigned to them engineer and mechanic living together can solve the problem of the prototype as soon as possible

• Great groups were  indifferent to slum like conditions of the work rather were interested in completing the jobs

• Great groups made sure they deliver the job on time and didn’t compromise with the quality of the productPeople wanted to work in Skunk Works

not because  it was plush and prestigious but because they LOVED the work

Great Groups at work at Skunk Works

“Kelly ruled by his bad temper Ben Rich ruled with those dam bad jokes”

-CIA Official

Leadership Analysis -A Comparatative Study

•Autocratic : Command and control leadership style•Visionary on two fronts: Designing airplanes and organizing genius•Master of HR practices-1)Right people at the right time and at the right place2)Motivation 3)Creating fastest and cheapest product

Clarence “Kelly” Johnson

•Gave the 14 mantras of success of the SKUNK WORKS:1)Near absolute control of the group head2)Small number but talented people: Scavenger Manager 3)Keeping outsiders out•Knew the difference between excellence and perfection as is well quoted by him:“We aimed to achieve a Chevrolet’s functional reliability rather than a Mercedes supposed perfection.”•Protected his people from external bureaucracy•Johnson’s people could depend on his absolute integrity•“Respect of the people for whom you work and who work for you” is of utmost importance–Kelly Johnson

•He had a terrible temper and was impolitic to key clients but he created an environment of respect

•He was not a perfect leader(Gruffy and crusty): Though people might not like him but they love working for him

•Johnson made his reputation by delivering radically new plain within schedule and time eg SR 71:the black bird ,U 2

Other side of the coin

•Democratic Style•A talented Engineer but lacked Johnson’s aviation genius•He was a self styled schmoozer•Loved to compliment people: Dale Carnegie follower•Managed greatness with a much lighter touch than Johnson•Creative by orchestrating the creativity of others •Was termed as perfect manager by one of his program director

Ben Rich

• Encouraged people initiatives Trusted them in implementation Supported them even in case of unexpected outcomesKept them viable by attracting new projects and more money• Ben believed playfulness reflected the reality that problem solving is pleasurable • He acquired the nickname ‘Broad’ as a result of winning • ‘Who had the largest posterior’ contest!!• Adopted a decidedly juvenile name of Ben Dover

while travelling on secret missions• Responsible for leading the development of the F-

117, the first production stealth aircraft

• Lack of Formal shackles- Structure is something which fastens the creativity of great groups. E.g.- Informal dress or even coming up with there own uniform –sandals at black mountain, T shirts for makers of Macintosh etc.

• Pragmatic and Practical- Common trait in all great groups they were remarkably innovative but at the same time they were effective in translating thoughts to things on ground. In words of Steve Jobs - “Real artist ships”

• Language of there own- Tom west at DATA General “I think litmus test to identify projects that would be successful are those that have invented their own language”

What Ignites the Great Groups?

• Right atmosphere to work - James Moxley, president of Eastman Kodak reminisces their bleak quarters as extremely good spot of incubating business. Right environment breeding hierarchy less and egalitarian ship encourages and fosters ingenuity.

• Leader taking lead- Like John other leaders viz. Bob Taylor of PARC & Tom West at DATA General stood against outside intervention to shelter them and distractions and all these leaders went great length to promote group strength.

• Leadership style: Generalist style of leadership i.e. the leaders who are more open to the nonconventional approaches rather than narrow specialist like Eisenhower of Manhattan Project and Taylor of Xerox PARC etc. came with total game changing inventions.

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