Publisher's Synopsis
Rarely does one get the chance to join an organization - one that is still in its early stages of development and destined to sit at the top and then play a pivotal role in helping it achieve that destiny. That opportunity arose when I joined FedEx in 1979. (The company was called Federal Express and was known as FedEx from its inception in 1973 until 1994. In 1994, FedEx became the official name, and following the acquisition of Caliber Systems in 1998, the parent company was established under the name of FDX. In 2000, it changed The name FDX became FedEx Corporation, and the name of the original company that handles the express operations became FedEx Express.All of my experience - from 1979 to 2001 - is concentrated in the original company, which is still by far the largest operating company in the above examples In this book she draws on my experience with the original company.To avoid confusion with the names Federal Express, FedEx, and FedEx Express, I simply use the name FedEx.) Having spent the bulk of my career helping the company become one of the most successful In the world's most impressive world, I retired three years ago and decided to share some of the lessons I learned. Since then, I have contacted corporate groups across the country, working as a consultant and business consultant. During this period, I spoke a lot with senior managers in dozens of companies about the factors that drive companies to grow. In my conversations with managers of large and small companies alike, I was asking the same question: "What is the improvement measure that enables you to achieve the required return and increase profit?"
