and opportunities for entrepreneurs
free agency and the new economy
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is that your final answer?
Here is where the fabulous prizes come in. How did this
happen? A quarter of the work force has left traditional
organizations. How did this happen? To incentivize you, because I
know you are market-oriented people, I have some fabulous prizes.
The question before us is, how did this happen? If you give me a
good answer, you get the new issue of Fast
Company. $4.95. That's for a good answer.
If you give me a great answer, and I do mean a great
answer, you get this T-shirt. As Mary mentioned, I had a book party
last week. You would think I’d have my book party at Kay Graham's
house maybe, or some other Cleveland park mansion, maybe at
Dumbarton Oaks. No, I had my book party at Kinko's. It was called
Bookapalooza, and what you get for a great answer is the official,
limited edition “Free Agent Nation Bookapalooza” commemorative
Now, if you give me a terrible answer, one that makes me
think, “Who let this person in?” you get this, the audio edition
of Free Agent Nation, which means you have to listen to this
crap for three more hours.
Okay, so give me some answers. How did this happen? How did
we go from an organization of organization men and, to a certain
extent, organization women, to a nation where we have so many free
agents and so many people who want to be free agents? Raise your
hand and you might get a prize.
Women coming into the work force and they don't like the corporate
That is an excellent answer. You should have saved it, because you
might have gotten a T-shirt.
We watched our parents get fired.
Give this magazine to your mom. (Pink continues to distribute prizes
after each answer.)
The 9-to-5 became 7-to-9.
More affordable technology.
Technology. That is an answer that I call not wrong, but not
People realized that you can make more money being a consultant.
Freedom. People don't want to have to listen to the boss and don't
want to have to toe the company line.
All you do is trade one boss for five or six or however many clients
Companies downsized too aggressively, laid people off, hired them
back and workers found they didn't want to work in that environment.
Women not getting paid enough and going out on their own.
Too many people watch "Thyroids and Jokesters." (Laughter)
(Presents the booby prize.) I really don't have any idea what that
means, but have a tape. And please never email or call me again.
No job security.
Another answer that is not wrong, but not interesting. Come on, give
me a good answer.
People want more control over their life.
We've moved to a service economy.
Can you share the tape with that guy? (Laughter) We moved to a
service economy in the 1950s, not that there is anything wrong with
Computers made middle management unnecessary.
Corporate America didn't have the jobs to give to 33 million.
People want blending in their life.
Mr. Pink: He
said that people wanted balance in their life, but called it
“blending.” What he is doing is signaling that he read my book,
which is a suck up move that often works. But not tonight.
People built up their 401(k) plans and felt that they had enough
money to leave. They left, and now they're in trouble, but don't
want to run back to their company.
The bureaucracy in the public sector is getting worse.
Restrictive immigration laws and too few workers.
Workers own the means of production.
Okay. You're all absolutely right about these answers.
They're all kind of swirling around the topic. Let me phrase them in
slightly different ways.
the declaration of independents
Everybody talks about the end of job security. That is
totally right. Everybody who said that was smack on. I want to put
it in a slightly different way. We had this notion in this country
that corporations would treat workers like parents treat children.
We can attach this big fancy phrase to it, paternalism, but it was
alive for a long time in this country after World War II. What is so
interesting about it is that it wasn't only present, it was
exquisite. Let me tell you what I mean. My grandfather worked at the
phone company. What was the phone company called?
Anybody here from Rochester, New York?
No, this is a yes/no question. Kodak, a big employer in Rochester,
New York, called itself “the great yellow father.” Metropolitan
Life Insurance called itself “Mother Met.” There is this notion
that companies would be like parents and take care of people. Well,
that is just not true anymore. It's flatly not true, and the dot.com
bubble was the last great burst of corporate paternalism. I really
do think a lot of these dot com companies were paternalistic in
their own way. They were not like the stern taskmaster parents, they
were more like the cool parents down the street. They let the kids
come and go whenever they wanted. They said, "Oh, you can have
whatever you want in the refrigerator. Hey, we'll even buy you a
car." But the same thing happened when times got tough, they
booted the kids out.
You can think of this as the end of America's adolescence. No
one is going to take care of you, and that is why people are saying,
"Well, if no one is going to take care of me, I might as well
take care of myself." What is the lesson in that for fledgling
entrepreneurs? Well, if you run a company, you have to treat people
like adults. There are a lot of companies out there that are trying
to have it both ways. They're saying, “You get all of the
responsibilities of adulthood, but none of the privileges.” That
is why a lot of people leave.
That is one factor. Another factor is the means of
production. Anybody ever heard of Karl Marx? Anybody a Marxist? Karl
Marx talked about the means of production. What did he mean by that?
He basically meant the tools necessary to create wealth. In the
industrial economy you needed large organizations to buy the means
of production. Why? They were very big and difficult to house, like
a factory. They were very expensive and difficult for one person to
purchase. They were very cumbersome and complex and difficult for
one person to operate. You needed large organizations to provide the
real estate, the organizing mechanisms and the financial capital to
purchase the means of production, then give workers a sliver of the
profits those tools created.
What happened? The means of production changed. Can everybody
see this laptop computer? This, my friends, is a means of
production. Let's talk about the attributes of this means of
production. Is it too expensive for one person to purchase? No. Is
it too large for one person to house? No. Is it too cumbersome and
complex for one person to operate? Pretend it's a Mac. (Laughter) So
what is happening? Workers can now own the means of production and
they're saying, “Why should I share a slice of the profits with
the organization?” That is a big factor.
The lesson for fledgling entrepreneurs and people building
companies is that you have to give people a piece of the action.
That means not just money, but giving people a real say in the
operation because, today, talented people need organizations a lot
less than organizations need talented people. In part, that’s
because of this means of production point.
Another point is prosperity. Somebody mentioned 401(k)s. Spot
on. We're in a remarkably prosperous country, but it's not the kind
of Fortune magazine, Bill
Gates, Internet millionaire kind of prosperity. Deep into the middle
class there is a kind of prosperity that is unheard of in human
history and unparalleled in the rest of the world. In this country,
right now, two out of three people own the homes that they live in.
That is remarkable. What if I told that to my grandfather who lived
through the Great Depression? It is a remarkable thing. More than
half of American households own stock. Here’s another startling
factoid: seven out of eight Americans today were not alive during
the Great Depression. That means that they have no conscious
recollection of any period of sustained widespread economic
privation. Some people who are immigrants, depending on where they
emigrated from, will have had that experience, but the vast majority
of Americans don’t. People have this sense of, “Oh, it will work
out,” so they're seeking from their work more than money and more
than security. They're seeking a sense of meaning. The lesson is
that you can't bribe people today. You can certainly bribe some
people, but you're not going to seal the deal with new employees
with money alone, especially the most talented people.
The final reason, and this is a curious fact, does anybody
remember a company called Netscape? Let me tell you the story of
Netscape. It was started in 1994, went public in 1995 and
disappeared into AOL in 1999--a life span of a little over four
years. Question: Was Netscape a company or just a really cool
project? More important question: Does it matter?
What did Netscape do? It put a good product on the market
that eventually got clobbered by Microsoft. They changed the face of
competition and made some people enormously wealthy. More important
than anything else, it equipped a lot of people with skills and
connections and experience that they could take to other ventures.
Now you have all these “Netscapees” starting all kinds of new
companies and doing amazing work. The point is that in my
grandfather's day, if I asked, "Do you think the phone company
will be around in 40 years?" it would have been like asking
whether the sun would come up in 40 years. The half lives of
companies, the life spans of companies, are shrinking and shrinking
Let's do a test. How many of you think General Motors will be
here in 10 years? Raise your hands. How many of you think Ford will
be here in 10 years? How many of you think Firestone will be here in
four years? (Laughter) How many of you think Apple Computer will be
here in 10 years? The Mac Users Group will meet after this.
(Laughter) How many of you think Amazon.com will be here in 10
Now, this is a serious question: How many of you think that you
will be here in 10 years? Not here at the Capital Hilton, but how
many of you think you will be alive on God's green earth in 10
years? This is a remarkable change. Today, all of us can expect to
outlive any organization for which we work. Think about that. It is
sort of like David Carradine in the old Kung Fu television show:
"Explain to me, Grasshopper, how you have lifetime job
security." When you outlive the company, how do you have
lifetime job security?
The nature of companies is changing, so people
inevitably are going to migrate from place to place. Is Netscape a
project or is Netscape a company? It doesn't matter. It exists for a
certain period of time, then we go on. The lesson for entrepreneurs
is that you have to make people real promises. You can't say,
"Oh, we'll be around. We're built to last. We're here forever.
Your grandchildren will be proud of us." No way.
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