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effective community."
I know what you're thinking. You would choose the stand-up-andpee-
outside (-and-never-return) option. Me, too. But let's holster our sarcasm and open our eyes
and ears. Something big is happening in American culture at the moment. We are on the cusp of
what sociologists might call a Great Awakening. If we sell or market products or manage people,
we'd better pay heed to this trend.
Closer to the American mainstream are the box office film hit (which no one had predicted) The
Passion of the Christ and the bestseller book by Rick Warren, The Purpose-Driven Life, which
has sold more than 15 million copies. Warren, founder of the 15,000-member Saddleback Church
in Lake Forest, Calif., urges a 40-day program of Bible reading and prayer in order to discern
God's purpose for your life. Warren's message is gentle yet uncompromising: God, not you, is in
charge.
Bible-centered churches, especially those with a leavening therapeutic touch, such as
Saddleback and Willow Creek in suburban Chicago, are the country's fastest growing. They focus
on nurturing people, families in particular, who are ill at ease with modern American life.
In his 2003 book The Progress Paradox: How Life Gets Better While People Feel Worse, Gregg
Easterbrook writes: "Ever larger numbers of people enjoy reasonable standards of living, but may
feel an inner pang on the question of whether their lives have purpose. Predicting transition from
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Karlgaard
‘material want' is not to say that people will cease caring about material things; it is a prediction
that millions will expect both pleasant living standards and a broad sense that their lives have
purpose [emphasis added]. This is a conundrum, as the sense of meaning is much more difficult
to acquire than possessions."
A big conundrum, yes.
Beyond Great Products
I have a hunch that business has entered a cycle wherein success will depend on whether
managers are able to solve this conundrum. The quality revolution was won in the 1990s--it's a
safe bet that the worst television sets or automobiles made today will last longer than the best
television sets or cars made in the 1970s. The cheap revolution is being won as we live and
breathe. Three hundred million Chinese will have cell phones and Internet access by 2006.
So what's left? Meaning. Purpose. Deep life experience. Use whatever word or phrase you like,
but know that consumer desire for these qualities is on the rise. Remember your Abraham
Maslow and your Viktor Frankl. Bet your business on it.
A company I am fond of, Cirrus Design, makes a futuristic-looking single-engine airplane that has
become the top seller in its field. Another company, Lancair, makes an airplane of similar good
looks, speed and quality. Purists would argue the Lancair has slight advantages. Yet Lancair has
had a tougher go of it. What separates Cirrus from Lancair? Part of it is marketing. Lancair invites
pilots to fly the hottest plane in piston aviation. The company uses sexy images and words in its
ads. But Cirrus asks pilots to participate in something greater than themselves--an aviation
revolution! Fly a Cirrus and you'll be a part of history. Cirrus sells meaning.
What is driving this new quest for meaning, this possible Great Awakening? Several forces are
hitting American culture at once. (I'll mention only the secular ones and not attempt to interpret
the hand of the Divine.) Sept. 11 is one force. Another is the fallibility of our leaders in
government and business, afact you can't dodge if you consume media. A third force iscertainly
the large-scale changes in the global economy. Afourth--and never to be underestimated--is the
age of the77 million baby boomers. The median age of that culture-dominant group is around 50.
Almost everyone I meet near that age has wondered if their earthly existence matters and, if
not,what they can do to change course.
That's a good question for companies to ask, too.
Visit Rich Karlgaard's home page at www.forbes.com/karlgaard or email him at
publisher@forbes.com.
Cessna licencie massivement, Lancair essaye de rester à flot,
Mooney est moribond et Apex connaît de graves difficultés.
Les trois premiers trimestres de 2002 ont connu une chute
de près de 15 % des livraisons d’avions à pistons par rapport
à la même période en 2001. Dans ce contexte morose,
Cirrus Design affiche une santé presque insolente.
Quel peut être le secret de la firme de Duluth ? Pour percer
ce mystère, une visite s’imposait…
SR 22 Un Cirrus
annonciateur
　
中國航空網 www.k6050.com
航空翻譯 www.aviation.cn
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