This is absolutely 100% true. Mcd Treats it owners and employees like replaceable cogs in a wheel, with no appreciation of them at all. Need proof? See comments by Mcd upper management like ;
-"Operators are like uber drivers, easily replaceable" and -"You dont own your stores , you only rent them from us. You are a tenant"
Chipolte management gets it. Sadly MCD management doesnt when it comes to people. "What we found at the end of the day was that culturally we're very different," Ellis told Bloomberg. "There are two big things that we do differently. One is the way we approach food, and the other is the way we approach our people culture. It's the combination of those things that I think make us successful."
When I reminisce with other folks who worked for McDonald's Corporation in the 1970s and 1980s, we always agree that we were exceedingly lucky to have worked for the company when it was growing. Opening new markets and stores and bringing in dozens of new Owners/Operators was always rewarding—exhausting but rewarding. Accomplishing that kind of growth took people who were experienced and knew the business.
Take me, (I say humbly). I'd been crew, managed franchise stores, managed McOpCos, run McOpCo markets, and worked extensively with Owners/Operators. Who else is qualified to go out in the middle of nowhere and open a new McDonald's, often with a brand-new Owner/Operator? You don't go to the street and hire people with those skills.
Of course, I was one of hundreds, maybe thousands, of people with equal experience. However, Oak Brook management knew they could only grow the company with such foot soldiers.
So, despite all the flowery rhetoric, "people" are far more critical in a growth company than an established bureaucracy.
Today, McDonald's management's job is to squeeze as much profit as possible from the existing system and convince shareholders that they can do so forever.
3 comments:
This is absolutely 100% true. Mcd Treats it owners and employees like replaceable cogs in a wheel, with no appreciation of them at all. Need proof? See comments by Mcd upper management like ;
-"Operators are like uber drivers, easily replaceable"
and
-"You dont own your stores , you only rent them from us. You are a tenant"
Chipolte management gets it. Sadly MCD management doesnt when it comes to people.
"What we found at the end of the day was that culturally we're very different," Ellis told Bloomberg. "There are two big things that we do differently. One is the way we approach food, and the other is the way we approach our people culture. It's the combination of those things that I think make us successful."
When I reminisce with other folks who worked for McDonald's Corporation in the 1970s and 1980s, we always agree that we were exceedingly lucky to have worked for the company when it was growing. Opening new markets and stores and bringing in dozens of new Owners/Operators was always rewarding—exhausting but rewarding. Accomplishing that kind of growth took people who were experienced and knew the business.
Take me, (I say humbly). I'd been crew, managed franchise stores, managed McOpCos, run McOpCo markets, and worked extensively with Owners/Operators. Who else is qualified to go out in the middle of nowhere and open a new McDonald's, often with a brand-new Owner/Operator? You don't go to the street and hire people with those skills.
Of course, I was one of hundreds, maybe thousands, of people with equal experience. However, Oak Brook management knew they could only grow the company with such foot soldiers.
So, despite all the flowery rhetoric, "people" are far more critical in a growth company than an established bureaucracy.
Today, McDonald's management's job is to squeeze as much profit as possible from the existing system and convince shareholders that they can do so forever.
People? They'll always have LinkedIn.
.
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