In this chapter of Back To The Cottage, John Sipple describes how the Foley pulp mill organization demonstrated their resilience after Procter and Gamble's unexpected sale of the mill. Here's an excerpt:
About the time we got the business really humming, Procter and Gamble threw us a curve that, frankly, felt like being hit by an emotional freight train.
Finally, just as we were making the kind of return on investment other P&G divisions made (and that's tough in a company that produces soap, toothpaste and mouthwash), they decided to sell the pulp business. The Foley organization was shocked, then angry - then numb. Our people had never known another company.
It was at this point that I took the morning walk I described at the beginning of this story. I came awfully close to throwing in the towel that day but the values and principles I learned in my family‘s Cottage business made it impossible for me quit. I had to keep on keeping on.
Here is where we would learn the true capability of our Foley organization! Here is where we would learn what we were really made of. This was how we would determine the real result of our work system. Now we would see how it worked.
Click here to read the rest of Chapter 11: Curve Ball (PDF)
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