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Small Giants by Bo Burlingham

Small Giants: Companies That Choose to Be Great Instead of Big by Bo Burlingham is a business book published in 2005. Large, publicly-owned companies and fast-growing technology ventures shape the…

ByChris

Small Giants: Companies That Choose to Be Great Instead of Big by Bo Burlingham is a business book published in 2005.

Large, publicly-owned companies and fast-growing technology ventures shape the modern-day idea of business. Conventional wisdom is that companies either grow or die — but many small, private companies don’t do either and are quite healthy. 

Burlingham identified “Small Giants,” companies that trade growth for being excellent at what they do. These businesses embrace the idea that the next level doesn’t mean a bigger level and prefer to focus on non-traditional goals such as high-quality customer service and improving community ties in addition to profits. 

Small Giant — Extraordinary, privately owned companies willing to forgo revenue or geographic growth in order to achieve remarkable ends. By extraordinary, the company had a distinctive vision and mode of operation that clearly set it apart from others in the industry

Small Giants

  • Foundations that promote “mojo” (strong, positive culture)
    • Reject traditional definitions of success
    • Leaders retain control and stay true to the vision
    • Intimate connection with the local community
    • Close, meaningful relationships with customers and suppliers
    • Unusually intimate, people-centered workplaces
    • Strong sense of passion and purpose
  • You’ll face a key choice: how far and how fast to grow
    • Default path = rapid, endless expansion
    • Small Giants intentionally choose to prioritize quality and culture

Culture 

  • Employee relationships are the engine
    • People must love their work, team, and future opportunities
    • Feel valued, supported, and empowered
    • Leaders must show they care personally
    • Hire people aligned with the company’s vision
  • Create a culture of intimacy
    • “Mojo” is impossible without passionate leaders
    • Lead with a clear higher purpose
    • Show care in unexpected, sincere ways
    • Foster trust, respect, and collegiality among employees
    • Culture must be ingrained in day-to-day operations

Control

  • Companies often drift from the founder’s original vision
    • Pressure for growth comes from social expectations
    • Growth is constrained by resources: money, talent, research
    • Many sell out because they can’t self-fund expansion
  • Keep control in-house
    • Pursue successes that are harder to quantify than just financial

Community

  • Small Giants are deeply rooted in their local communities
    • Business identity is tied to the local character
    • Each company reflects a unique, local personality
    • Strengthen internal and external relationships
  • Often emphasize social responsibility and giving back

Stakeholders

  • Suppliers – strong relationships beyond typical business interactions
  • Customers
    • Prioritize being customer-intimate over simply customer-friendly
    • Tailor strategies based on location, business, and customer base
    • Word-of-mouth is the most effective marketing
    • Emotional connection drives sales
  • Employees
    • Hire for passion, train for skills
    • Personal, respectful management style across all levels
    • Generous benefits
    • Warm, closely-knit culture resonates with customers
  • 3 Pillars of a Sense of Community
    • Integrity – Company is transparent and trustworthy
    • Professionalism – Company fulfills its promises
    • Direct Human Connection – Emotional bond based on mutual care

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