Most successful individuals seem to have found a lottery ticket and then fabricated a story to make their luck appear as skill. However, for some, it is evident that regardless of their starting point, they would ascend to the top. Sam Walton belongs to the latter category.
Despite the down-to-earth tone and folksy self-narrated drawl, "Made in America" is not a modest book. Sam Walton describes his childhood, such as obtaining the eagle scout at 13 to win a bet and being the high school football quarterback. He states, "We went undefeated and won the state championship."
The most crucial takeaway from this book is how to learn in business. Learning is an omnichannel and constant struggle, and it is an area where Walton excels. To start his first store, he says, "I went to the library there and checked out every book on retailing." As America became more industrialized and packaged, Walton did not complacently ride the wave of his Ben Franklin variety stores. He discovered the philosophy that set Wal-Mart apart in a competitor. He remarks, "I started running all over the country studying the concepts. Then so and such started a store with a simple philosophy: buy it low, stack it high, sell it cheap." Wal-Mart rode a wave of change in the retail industry. Without the curiosity of its founder, the inevitable changes would have created just another small town operator like his grandfather.
As we all know, Wal-Mart did not get steamrolled; it was the steamroller. Not until Amazon emerged was there a company capable of effectively competing with the machine that is Wal-Mart. I was surprised by the number of cultural attributes shared between Wal-Mart and Meta, companies of different generations, industries, and business models.
1. Value talent and strive to find solutions that work for employees in the long term.
2. Allow for experimentation at the local level, but strive to build infrastructure to propagate information as quickly and transparently as possible. If speed and accuracy are at odds, choose speed.
He gives an example: "If you can't make your books balance, you take the difference and put it under the heading ESP, which stands for 'error someplace'. Then we would get the P&L out to the store manager as quickly as we could."
3. Don't be proud about innovation. If you find innovation elsewhere, use it.
He shares, "I read an article about Ben Franklin stores that went self-service. No clerks around the store, just checkout registers up front. I liked it, so I did that too."
As expected, Walton dismisses the externalities created by his company and narratives about him in a casual manner. If you want to understand the effect of big-box retail on the American service class, look elsewhere. But if you want to understand how to create a winning business starting from almost nothing, this is the first book I would recommend. And of course, Walton agrees: "One of the reasons I'm writing this book is so that my children and great-grandchildren will read it and know this: if you start [selling stock to live high], or any of that foolishness, I'll come back and haunt you."
109th book of 2022
(1): See Built From Scratch (Home Depot), In-n-out Burger, Empire of Pain (Sackler Dynasty), just among books I’ve read this year.