The case for being small
Thursday, October 8th, 2009I read a study that came to the conclusion that the creative environment in a business tilts when there are more than 10 employees. That a business with more than 10 employees needs processes and policies – the type of bureaucratic layering that zaps the creativity of most human beings.
Last night, we walked down to Boulevard to get a bite to eat at the bar. I told T that Boulevard consistently is good and the bartender said to us that is because of her – she pointed to the end of the bar where Nancy Oakes was sitting. Oakes is the chef and she shows up everyday and runs her restaurant and her kitchen. We talked about John Besh in New Orleans. I just read that he is opening a restaurant in the D-Day Museum expansion. I happened to have just seen a billboard right before you get onto the Causeway to go to the Northshore for La Provence, the French restaurant Besh has taken over. I have given up on Luke after three unsuccessful visits – the restaurant he opened a few years ago.
John Besh owns Restaurant August – perhaps the top restaurant in New Orleans – where does the need to have more than one stellar successful restaurant come from? More importantly, how often does it really work out to be as good as the flagship one?
The other day winding our way down through Knight’s Valley, we were speaking about charity. How to help those less fortunate. We talked about the woman’s organizations that for $25 a year you can fund a woman’s small business around the globe. T’s response is “We have too much.” And I said, “No the answer is we don’t have too much, the answer is that we share our bounty with those less fortunate.”
At what point in a business does it tilt to greed? What is wrong with small? Where do we draw the line on how much?