from Seth’s Blog
The Grateful Dead hit their peak in 1977. Miles Davis in 1959, Warhol perhaps ten years later. It’s not surprising that artists hit a peak—their lives have an arc, and so does the work. It can’t possibly keep amazing us forever.
Fans say that the Porsche arguably hit a peak in 1995 or so, and the Corvette before that. Sears hit a peak more than a decade ago. It’s more surprising to us when a brand, an organization or a business hits a peak, because the purpose of the institution is to improve over time. They gain more resources, more experience, more market acceptance… they’re not supposed to get bored, or old or lose their touch. If Disney hadn’t peaked, there would never have been a Pixar. If Nokia and Motorola hadn’t peaked, there never would have been a smart phone.
One reason for peaking turns out to be success.
Success means more employees, more meetings and more compromise. Success means more pressure to expand the market base and to broaden the appeal to get there. Success means that stubborn visionaries are pushed aside by profit-maximizing managers.
An organization that seeks to continue its success, that wants to keep its promises to customers, employees and investors needs to be on alert for where the peak lies, and be ready to do something about it. And the answer isn’t more meetings or more layers of spec.