The anti-CEO playbook | Hamdi Ulukaya

Summary

In 2005, the speaker embarked on a life-changing journey to purchase an 85-year-old yogurt plant slated for closure. With a vision to revive the factory and the community, he faced skepticism but persisted, eventually creating Chobani, a Greek yogurt brand that prioritized employees, community, and social responsibility. The story highlights the power of kindness over profit, challenging traditional business models and advocating for a new playbook that values people and community.

Takeaways

• 🚗 The speaker's journey began on a cold January day in 2005 when he decided to visit an old yogurt factory in upstate New York.
• 🛠️ The factory was about to close, and 55 workers were silently dismantling it, a reflection of how the company was giving up on them.
• 🏭 The factory wasn't just a building; it was a time machine filled with memories and stories of generations who had worked there.
• 💼 The speaker, despite having no significant business background or funds, decided to buy the factory, believing in the potential of the people and the place.
• 👥 He hired four of the original employees and, together, they started by painting the walls, symbolizing a fresh start and a new beginning.
• 🥛 The speaker launched a new yogurt brand, Chobani, which became a huge success, hiring more workers and revitalizing the community.
• 🏆 The success of Chobani was built on a foundation of trust, community, and shared purpose, proving that businesses can thrive while taking care of their people.
• 🤝 The speaker advocates for a new way of doing business, where the focus is on employees, communities, and consumers, rather than just profits.
• 🌍 He believes that businesses have a responsibility to take a stand on social issues and make positive changes in the world.
• 💡 The 'anti-CEO playbook' he proposes emphasizes gratitude, community, responsibility, and accountability, aiming for true wealth and well-being beyond mere profits.

Q & A

What significant event occurred in the speaker's life in January 2005?

The speaker received a flyer about a fully equipped yogurt plant for sale and decided to visit it, which eventually led to the purchase of the factory.

Why did the speaker initially discard the flyer about the yogurt plant?

The speaker initially discarded the flyer because they were not actively looking for a yogurt plant and did not believe it was relevant to their life at that time.

What was the speaker's background before buying the yogurt plant?

The speaker owned a small cheese shop and grew up in Turkey, where their family made cheese and yogurt. They had a strong connection to the food industry but did not like the business aspect of it.

What was the condition of the yogurt plant when the speaker first visited it?

The plant was 85 years old, closing down, and in poor condition with thick walls, peeling paint, and cracks everywhere.

How did the speaker feel about the people working at the closing factory?

The speaker was deeply moved by the people, who were quiet and working with grace to close the factory. They felt empathy for the workers who were being left behind.

What was the speaker's reaction to the CEO's decision to close the factory?

The speaker was angry at the CEO for making the decision to close the factory based on spreadsheets and profits, without considering the impact on the people and community.

What was the speaker's first action after acquiring the factory?

The speaker's first action was to hire four of the original 55 employees, including the office manager, wastewater guy, maintenance guy, and the production guy who showed them the plant.

What did the speaker mean when they said they were going to paint the walls white?

Painting the walls white was a metaphor for starting fresh and making a new beginning with the factory. It represented the speaker's commitment to rebuilding the business.

What was the name and meaning of the new yogurt brand the speaker launched?

The new yogurt brand was called 'Chobani,' which means 'shepherd' in Turkish, reflecting the speaker's heritage and the brand's natural and delicious product.

What was the speaker's vision for the factory's future, and how did it differ from the conventional business approach?

The speaker envisioned not only reviving the factory but also creating a thriving community, hiring back the workers, and becoming the number one Greek yogurt brand in the country. This vision was in stark contrast to the conventional business approach that prioritizes profits and shareholder value over people and communities.

What is the 'anti-CEO playbook' that the speaker advocates for, and why?

The 'anti-CEO playbook' is a new approach to business that prioritizes gratitude, community, responsibility, and accountability. It challenges the conventional business model that focuses solely on profits and shareholder value, advocating instead for a more human-centered approach that values employees, communities, and consumers.