I am sorry you have never worked anywhere like it. For over 10 years, the company grew like gangbusters. It transformed a whole industry. It grew from under 50 people to 5000. It made hundreds of millionaires.
It is a massively self-evident fact that a lot more money was made during the “principles” period than after. And the company outperformed its rivals to the point that it was able to acquire competitors with twice as many employees. If “money to be made” is your core objective, you should strive to be more like Creo in the decade that ended a year before its demise.
Decades after the company disappeared, it has a very active LinkedIn Group and people are singing its praises online. If you are right that it was so “toxic”, this is a strange legacy. Interestingly, the core technologies developed by Creo are also still very much alive and, as a very rare example in technology, have not been surpassed technically nor replaced in the market. Technology moved very fast at Creo but their tech has stayed virtually unchanged under Kodak. Amazing.
Where I work now, we do at least three M&A deals a year ( as the acquirer ). I have many ideas about M&A. My ideas about leadership are still very firmly planted and aligned with what I experienced at Creo.
> It is a massively self-evident fact that a lot more money was made during the “principles” period than after.
Is it though? I've seen a lot of claims about this or that management style or company structure to be responsible for huge profits and growth. It's usually a more simple explanation, such as market timing + smart people. Ultimately it's survivor bias. It could be argued that if this were really the case, all top companies would be using it by now.
LeFantome|1 year ago
It is a massively self-evident fact that a lot more money was made during the “principles” period than after. And the company outperformed its rivals to the point that it was able to acquire competitors with twice as many employees. If “money to be made” is your core objective, you should strive to be more like Creo in the decade that ended a year before its demise.
Decades after the company disappeared, it has a very active LinkedIn Group and people are singing its praises online. If you are right that it was so “toxic”, this is a strange legacy. Interestingly, the core technologies developed by Creo are also still very much alive and, as a very rare example in technology, have not been surpassed technically nor replaced in the market. Technology moved very fast at Creo but their tech has stayed virtually unchanged under Kodak. Amazing.
Where I work now, we do at least three M&A deals a year ( as the acquirer ). I have many ideas about M&A. My ideas about leadership are still very firmly planted and aligned with what I experienced at Creo.
ulnarkressty|1 year ago
Is it though? I've seen a lot of claims about this or that management style or company structure to be responsible for huge profits and growth. It's usually a more simple explanation, such as market timing + smart people. Ultimately it's survivor bias. It could be argued that if this were really the case, all top companies would be using it by now.
d23|1 year ago
electrodank|1 year ago
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marcinzm|1 year ago
electrodank|1 year ago
[deleted]