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AUGUST 8
BILL MOOG
Leadership is the capacity to translate vision into reality.
Warren G. Bennis
Bill Moog was an engineer at Cornell Aeronautical Laboratories (later Calspan Corp.) when he invented a servovalve, a control mechanism used on a variety of machines. The company tried to market the device but received just one order for three of the valves. Since Cornell figured such a small order was not worth its effort, management let Moog personally handle the project. He cranked out the devices in his spare time. The company must have given up on the device too soon because orders kept coming in. Seeing an opportunity, Moog and his brother Arthur, along with Lewis Geyer, formed Moog Inc. The founders worked eighteen-hour days for over a year just to meet their orders. When new employees began coming on board, Bill made it his goal to make the company a good place to work.
The buildings at Moog Inc. were designed with plenty of windows, clean environments, and piped-in music in the cafeteria. Having felt intimidated by inspection policies at other places he had worked, Bill instituted a self-inspection that allowed each employee to act as his own inspector. The company instituted massive technical training to help its employees gain advanced skills, and it also offered grants for college tuition. Job security became a chief concern and provisions were made against layoffs. However, the exceptional work environment did create one major problem for Moog Inc.: Each year 12,000 people routinely applied for a handful of available positions.
CONSIDER THIS: A good environment provides a company with a loyal, dedicated, and productive work force.
Submitted by Richard
BILL MOOG
Leadership is the capacity to translate vision into reality.
Warren G. Bennis
Bill Moog was an engineer at Cornell Aeronautical Laboratories (later Calspan Corp.) when he invented a servovalve, a control mechanism used on a variety of machines. The company tried to market the device but received just one order for three of the valves. Since Cornell figured such a small order was not worth its effort, management let Moog personally handle the project. He cranked out the devices in his spare time. The company must have given up on the device too soon because orders kept coming in. Seeing an opportunity, Moog and his brother Arthur, along with Lewis Geyer, formed Moog Inc. The founders worked eighteen-hour days for over a year just to meet their orders. When new employees began coming on board, Bill made it his goal to make the company a good place to work.
The buildings at Moog Inc. were designed with plenty of windows, clean environments, and piped-in music in the cafeteria. Having felt intimidated by inspection policies at other places he had worked, Bill instituted a self-inspection that allowed each employee to act as his own inspector. The company instituted massive technical training to help its employees gain advanced skills, and it also offered grants for college tuition. Job security became a chief concern and provisions were made against layoffs. However, the exceptional work environment did create one major problem for Moog Inc.: Each year 12,000 people routinely applied for a handful of available positions.
CONSIDER THIS: A good environment provides a company with a loyal, dedicated, and productive work force.
Submitted by Richard
