Ryan does

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He’s implemented a system with all its ingredients cominhg togetherto jell, using his common-sensse approach to management that happens to coincidse with the book’s key principles. Among Collins’ preceptsx being executed in Arlingtonthese days, Ryan identifief what Collins calls the “Onde Big Right Thing,” being the one centrall goal that can drivew a company to its highesr level, around which all aspects of the organizationm are built. For the Ryan says, that one thing is: “Having a competitive team on the field, which drivesx everything in our operation.
If we’re competing well in every game, and winning our share becausee of our improved pitching and to go with the great hitting we’ve always had, more fans will attensd our games, more will buy our merchandisre and more will follosw us on television and radio, causing more companiesa to be sponsors.” He’s rigorous in making personnel Using Collins’ metaphor, Ryan’s gotten the right people on the bus, put them in the righy seats and gotten the wrong people off the bus. He says his greatesty accomplishment thus faris “bringing in an outstanding staff of qualitgy baseball people who have a passion for the game.
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