ChChaapter pter ChChaapter pter 55 55 goal wasgoal to was be to one be of one the of fir thest to fir purst toc hpurasec hthease mu thech mu anchticip anaticipted aiPhoted niPhoe ne 5S, goi5S,n ggoi onn gs aolen thesale n theext nmeorxtn mingor.n Singtewa. Stert walikelyrt li feltkely hi felts early his earlyarriv aal rrival would help himwould help him secu sre froecure front-of-the-linent-of-the-line statu sst. aHetu was. Hes 3 wa00sth 3.00th. By noByw , nowew ,all we k nallow k nthatow thatStewa Stert’was storyrt’s s toryis not is unniqot uueniq. Inu efac. Int, fitac’s t, it’s amazinglyamazingly cons iconstentsis tentwith wwithha tw weha thave we havecom ec otom ee xtopect ex pectfrom froApplm e Apple product-launproduct-launch dachys .da Eventsys. Events that thhaavet habveeco bmecoe smyneo nsyymononusymo wusith with overnoverightn ightcam pc aomupts, ogrouts,w gron-uwp n-giudpdine gidssdine, ss, and manasdsive mas cusivesto cumstoer fmanfera fraenf. Bautre w. Bhutat w’s hso at’s so magimcaagil abcaolu abt Appleout Apple that mthaaktes m acokesns ucomnserus mers reactre thatact wthatay? way? In hisI nbook his book Start SWtaithrt WWhithy Wh, notay , bnleota aubthole aur thor SimoSni mSinoekn S ainssekerts ass thertsat cthustoat cmustoer remaerctio renactios ns like thelikes ethe ares rooted in e are rootedan in org ana nizorgaationizna’s tion’s abilityability to t atop itnatop ithento sthehare sdh avreadlu evsa lanued s and beliefsbeliefs of their of theircustomer customers. In s.short In short, peopl, people e reactre thatact wthatay bwecayaus bece austheye they“don ’“td buony’t wh buayt what you dyoo,u they do, they buy buwhyy yowhu dy yoo itu d.” o it.” To exTploa einxpl t ahein cont hec eptcon cfurtheept further, Sinekr, Si inntroek dinucestrod ucesa codified a codified approa approach ch calledc allethed G theold eGnol Cdirclene C. irclThee .approach The approach uses auses simple a simple diagram diagram consistin consisting g of threeof three con ceconntricec ncirclestric circles to describe to describe the levelthe levelof awareness of awareness an an organorgizaantioizna — tioann — d toan ad great to a great extent extent, its customers — has, its customers — has with itswith purpos its purpose e or vaorlue v saystemlue system: spec: ifispecallcifiy, citsall why, itsat, wh hoawt,, hoandw , whandy. whSineky. Sinek explains explains how how everyevery orga nizorgaationniza tionin the in worlthe dworl undderstands understands what what it does: it does: the basithe c basic princpriiplenc ofiple its ofbu itssine busss.ine Wess. ma Wnufacturee manufacture ball bearings, ball bearings, we ba weke badeliciouke delicious s cupcackupesca, wke provies, we provide investde investment products and advicment products and advice, for ee, for xamplexample. e. He goesHe goeson to o nd etosc ribedesc ribehow hofewerw fewer orga norgaizationnizastion knosw k n how they ow how they do whatdo what they theydo: the do: fu thenctio funnactiol nnauancl neuancs theast sthepata rsaeptea theratem the fromm frothme the competition.competition. We u Wsee au unse iqa uune iqandue proprietand proprietary maanury mfacanuturifacngturi prongc epross cess with a carbon-neutral footprint. We make our products by hand in small with a carbon-neutral footprint. We make our products by hand in small batchebats ctohe spreserve to preserve qualit qyu. alitAlly .of All o uofr aodviur saordvis sundors ergound ergoa rigoro a rigorous us 15-w15-eek traiweek training procening process, for ss, examfor eplxame. ple. Finally, he asserts that very few organizations understand why they Finally, he asserts that very few organizations understand why they do whatdo what they theydo: their do: theirintrins inictri motivnsic motivation,a tiotheirn, theircore cvorealu evsa thlueast dthrivate drive the organization’s behaviors and decision-making process. But indeed the organization’s behaviors and decision-making process. But indeed 6262 6262