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What makes organizations successful? Here’s Piyush Pandey’s take

What makes organizations successful in the long run? 

Is it money, projects, or growth? 

According to Piyush Pandey, the advertising legend of India, emphasizes the importance of building an organization where every single member is aligned to the same extraordinary goal of creativity. Community building, an integrated audience, and an environment that fosters and promotes individual creativity without compromising on the essence and ideals of the company is crucial for success in the long run. Read this excerpt from Open House with Piyush Pandey to know more! 

Open House Book Cover
Open House||Piyush Pandey

“I must say that while Apple, indeed, is extraordinary, there are many other companies that have done reasonably well in building a company, products, brands and communities. Off the top of my head, I could name Nike, Coke, Burger King, Mondelez and, closer home, Pidilite and Asian Paints. Perhaps Google would be another. 

In each of these instances, the principles are the same.  

Apple’s employees, anecdotally, love going to the office. They seem free to express themselves, and seem unhampered by rules and structures. 

And yet there is a system; it’s not that it’s free for all. They have created an environment of creativity seemingly freed from constraints to express oneself. In most companies, for example in network agencies and other communication companies, rules and procedures are created to prevent chaos or the unpredictable. Apple, from the time they began with the 1984 release of the Mac to the second journey under Steve Jobs, was unsatisfied with the normal or the staid – they wanted extraordinary products and took extraordinary punts in the quest for the extraordinary products.  

The success with the iPod gave them the courage to invest more in experiments and risks and the products that followed ensured that success. 

Companies such as Apple spend an extraordinary amount of time – and money – in creating the culture that fosters out-of-the-box thinking. We admire the company because of the successive successes that they’ve had. And we will continue to admire them till they continue to succeed. 

The product basket, thanks to the near monopoly market that they enjoy in the early stages, sees them enjoying high margins – which in turn allows them to invest in the next big idea. 

Such companies are almost like close-knit families. The rules exist but are unwritten and unsaid. However, the ‘ecosystem’, the family, is, as a collective, aware of problems and unhappiness and challenges that particular members of the family might be experiencing.  

A critical party of the ecosystem is the partners of the business; they’re also family and need to be treated as such. The role that Lee Clow and TBWA Chiat Day played in the success of Apple has been described many times by Jobs himself. Apple has worked with Lee’s team literally since inception.  

These are unusual, but visionaries like Jobs chase their dreams and not bow to the pressures of the stock market. That allows them to take a long-term view of their product portfolio and their brand – something very few have the courage to do. 

I’ve had the pleasure of working with some brands for over 20, 30, 40 years. The ones that easily come to mind are Fevicol, Asian Paints, Cadbury Dairy Milk, many HUL brands. Other companies who have invested in their partners becoming long-term ‘family members’ include Amul. 

The performance of these brands is there for all to see.  

Can another Apple be born? Only if we see another Steve Jobs. Is Tim Cook the new Steve Jobs? That answer will help us understand if there is indeed an ecosystem that can win every time, or whether it was the vision of Steve Jobs. Apple’s performance post the passing of Steve Jobs suggests that there is, indeed, an ecosystem that works.” 


Get your hands on this honest, irreverent and informative read now! 

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