My interest in Drive was piqued by a presentation that Pink gave during a TED talk. The idea itself is interesting, but it also dovetails nicely with my general focus of study during my MBA coursework , namely intrinsic and extrinsic motivators. That might sound a little like jargon; it gets easier.
Last revised 6 December 2008; get the PDF
Though its origins wend all the way back to 1971, it was not until the 1990s, after a successfully IPO, that Starbucks became the household name. One can trace both its precipitous proliferation as well as its near-singlehanded revival of the gourmet coffee market over nearly fifteen years, but as of 2008, Starbucks’ business model and its brand have taken blows. Despite all this, Starbucks seems to continually rank in the top tier of admired companies, even improving its ranking in Fortune’s “Top 100 Companies to Work For” poll (Levering, 2005; Levering & Moskowitz, 2008; “Top 20,” 2008). Its story is a textbook case of clever marketing, opportune timing, and the ultimate consequences of market saturation and dilution of brand.
rev. 20 November 2008; get the PDF.
In the inchoate years of the 21st century, the nominal ideas behind Frederick Herzberg’s “Two-Factor Theory” have been largely cast aside in their want of experimental validation, but the late psychologist’s ultimate conclusion—that “job enrichment” is a good and necessary function of management—is certainly alive and well, albeit superseded by more complete theories about the idea (Miner, 2005, pp. 61, 73-74). In a period of a global “flattening” of cultures and economies (to borrow Thomas Friedman’s nomenclature), when fears about job security are on the rise, long-term career goals are sinking into the dusk latitudes, and cynicism about outsource-happy management and inequality is worse in the United States than it has been since the Gilded Age, how can organizations elicit more than a minimum of effort from their employees, short of threatening or scaring them into hyperkinesis?