In 1997, Robert Passin, the founder of Radio Flyer, became the CEO of Robert Pasin Company. He practiced manufacturing changes when focusing on radio flyer’s internal efforts to develop the product. The company also became extremely serious about creating a great place to work itself and was repeatedly recognized by media outlets.
They were two PS – practical Invention And people first principles – I wanted to discover that when I took about 50 members of the Togboat Institute on an exemplary tour on Radio Flyer. In the first subject, what hurt me is the picker of any product to the radio flyer.
In the Silicon Valley, there was a mysterious about the product selection – people with unusual ability to identify new products that could apply extensively. Steve Jobs was the fifth example. Jeff Hawkins, the creator of the Pampilot and the hands of the hands, with whom I worked in good technology, he was another. This is a rare thing because customers are quite difficult to nail what they want at once, don’t mind again and again. I felt it in my time with the board games when I was on the Cranium board while I was in TipGi.
Radio Flying Chief Innovation Officer Tom Schlegel explains the company’s product selection process. He showed a slide with images of our products – wagon, tricycle, connectable staff and more and more and a line they split into the middle right. He challenged us how they were different from those on the other side.
We couldn’t do that. Individual products were certainly different, but two batches as groups look the same. So, Schlegel explained. He pointed to the batch on the left side of the line. “The people on this party were all very successful, our best salesman.” Then he pointed the other. “The rights to the right were full failure.”
The radio flyer replaced a product with a system that reminded me of the innovative process that had learned at the SAS Institute – digs lots of small holes. Robert’s metaphor was the seed. “We have been able to plant lots of seeds because we don’t know which roots are about to take and grow up as a successful product.” The company will roll out the short-expenditure prototypes of new products for customers, retailers and distributors, with the aim of getting some market feedback before investing in production ramping and inventory.
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Robert admitted that the system was falling. Sometimes the starting market test suggests a winner that subsequently flops. Other times, apparent doods were closed, but they probably threw the market test. They never knew. What Robert knew, he said, “Whenever we found a view of a product that we decided to ignore the initial warning signs from the market, we were almost always disappointed. These failures reverted to the importance of having a replica process depending on any one of our people.”
Radio Flyer Chief People Officer Amy Bastuga explained how the company developed practices that converted it into “best for work”. He made a dozen techniques that use the company to enhance a team’s mentality among the staff. It reminded me of something that Clain’s Parkins Partner Hearst (now the chairman of Harst Corporation) told me a few years ago that the competitive advantage that people underestimate the competitive benefit are thousands of small things that a company has learned to do well that is impossible to copy a system to a startup that is impossible for a system to be found in a system.
It hurt me that I was right to see what the Radio Flyer was talking about hundreds of people in practice at first. They have included the smallest details. How was the welcome when they showed new employees for the first day in the job? What was sitting at their desk? What happened in the first week? How was they evaluated? Coverated with documents describing each aspect of the employee who practiced Robert Radio Flyer came up with several large corkboards. He used to use our members to use copies but they saw fit. “Simply remove the radio flyer logos,” he said, “But feel free to steal them as you like.”
The time we spent with Robert, I couldn’t help notice the deep connection with his grandfather Antonio, who took all the risk involved in the creation of the company in the 1920s and 1930s. One of the biggest one was an exhibition for the World Fair in the 1933 “Progress Century” in Chicago. With the help of a friend, he created a 45 -foot “coaster boy” to pull a huge radio flyer wagon. It was so expensive that if it didn’t bring a significant amount of new business, the company would probably have folded. Fortunately, it was one of the most popular exhibitions at the fair, where visitors could buy miniature radio flyers for 25 cents.
Obviously, Antonio Passin was not only a craftsman, he was also a natural marketer. His grandson too. I could see that he respects the radio flyer as a belief in which he is now steward. In addition to his ownership, he has the responsibility of supporting the honor of anything that is part of his family’s Heritage Taha and his own identity.
Further PS: Private. Objective Diligent
Re -printed by the permission of the Harvard Business Review Press. Quoted from Another way: Building companies that end … and end … and end Dave Horton wrote with Berlingham. Copyright 2025 Dave Horton. All rights are reserved.
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