A Harvard business professor asks his students to think about elBulli, a fascinating restaurant near Barcelona
To eat at elBulli, customers must navigate a mysterious reservations system. If they are lucky enough to be one of the 8,000 who get a booking that year, they are then given a date and time to show up. Reaching elBulli’s coastal perch involves traveling to Barcelona, then negotiating two hours of narrow, twisting mountain roads. But then they enjoy a five-hour meal of thirty-some completely original, whimsical dishes prepared by Adrià and his team of thirty to forty cooks. The meal costs roughly 230 euros and represents hours of laborious research, testing, and preparation. In addition to engaging a diner’s five senses, Adrià and his team hope to evoke irony, humor, and even childhood memories with their creations…
Norton asks students to consider the operations and marketing of elBulli. There is much about the restaurant that is inefficient, as MBAs are quick to note: Adrià should lower his staff numbers, use cheaper ingredients, improve his supply chain, and increase the restaurant’s hours of operation. But “fixing” elBulli turns it into just another restaurant, says Norton: “The things that make it inefficient are part of what makes it so valuable to people…”
Because Adrià [the owner] doesn’t adhere to business norms, the elBulli case shows just how broad the spectrum for marketing a “product” can be–and that’s not a bad thing for MBAs to learn. “Marketing is a science, but it’s also an art,” Norton remarks.
“Adrià says he doesn’t listen to customers, yet his customers are some of the most satisfied in the world. That’s an interesting riddle to consider.”
First off, marketing IS NOT A SCIENCE. And art is not marketable, not in the traditional Business School sense anyway. The fact that Adria’s customers are content is not a surprise to anyone that understands how quality works. Norton’s comments strike as either disingenuous or naive.
So MBAs of the world, please look at what Adria is doing and think about what it really means, and use your prodigious talents and influence to fix the bland homogeneity of western consumer culture.
A lovely paper by Mark McKergow from the UK which defines the art of hosting as a leadership practice: the essence is that the host creates space and is active within it.
I’ve been using Dave Snowden’s conception of simple, chaotic, complicated and complex systems for a while. This video: How to organise a Children’s Party is a brilliant redux of these helpful distinctions.
Why conversation for reconciliation is important: this story about neighbourhood dialogue in a gentrifying Portland, Oregon neighbourhood contains this sheer nugget of wisdom:
“The one who strikes the blow doesn’t know the force of the blow,” Mowry says. “Only the one who has received the blow knows its force.”
That quote serves to me to point out why reconciliation efforts led by the striker don’t really heal. I think a little about the Truth and Reconciliation Commission here in Canada which is supposed to look at the residential school experience in a way that hears the story. But it is a Commission that has been set up by the federal government as a part of a legal settlement. It is not the aggreived forgiving the oppressors, as it was in South Africa. It is – or has the clear potential to be – simply the government feeling good about itself, as it did with teh Royal Commission in the early 1990s.
The one who received the blow has a story to tell in this country. A powerful story that needs to be heard and collectively owned before we can truly move to justice for First Nations in Canada.
via Speak. Listen. Heal. | Special Coverage – – OregonLive.com.
This week I had the tremendous privilage to facilitate two days of Open Space for Xyolhemeylh, the Aboriginal child and family services agency in the Fraser Valley, east of Vancouver. The agency has been going through a lot of turmoil over the past few years, and has come to a point of reinvention. The theme of the gathering was “Reclaiming our Journey” and it marked a significant transition for the organization as it headed into community control from being managed by the provincial government for the past 2.5 years. The point of the Open Space meetings were to invite the Elder’s staff and Board of the organization to reflect on the values that the organization wanted to name for itself as it moved forward. Over two days 140 people participated in the two back to back open space gatherings. Forty discussion groups were held on values that staff in particular felt were important to take forward. There was lots of laughter (especially from the the group on “laughter!”) and some very important healing took place.
Our gathering was held in the community at Tzeachten, a small First Nation in Sardis near Chillliwack. The event was held in a ceremonial container over the whole two days, with traditional protocols being in place, “floor managers” operating to keep things happening in a good way and Elders actively involved in witnessing what was happening. All of these activities are deeply traditional Coast Salish ways of working, taken directly from the longhouse protocols and they are deeply important to the organization.
Heln and Herb Joe, two Elders I have tremendous respect for, held the space over the two days while I simply ran the process. In the middle of the second day, a full blown ceremony broke out, as the outgoing director was honoured for her work and the incoming director was given his proper welcome. Witnesses were appointed, songs were sung and many many gifts were given as the two individuals were honoured. Many teachings were shared during this two hour ceremony that just appeared in the middle of the day, but the most important one I think has to do with the fact that this agency, responsible for hundreds of children, and employing 150 staff, is considered a family.
“Xyolhemeylh” the word talks about the relationship between a parent and a child, and is a word that describes the quality of this relationship, full of care. The name is also carried by an individual, although it seems not be at present. This creates a very different form of organizational design. In Sto:lo culture, there is no word for adoption as there is no way for a child to be outside of family. Family is all encompassing and surrounds you even in periods where you feel alienated. Xyolhmeyelh has been in many ways outside of the family of Sto:lo communities for the past few years as the organization has weathered political storms and concerns over practice.
But this past week there seemed to be a reaffirmation of the fact that the agency has never left the bigger family. Our Open Space was a family gathering, intended to remind us of the values that are important and the children that need help, care and nurtiring if the future of First Nations is to be secured.
It was a truly wonderful gathering, the best of who we are. More photos, especially of Colleen Stevenson’s lovely evolving mural are here.