NB USA Small does not equal UK small - Rated 
It's a great title, I finally got around to reading it ...
I guess everything is just bigger in the US. In the UK, when we use the term small business we are generally talking of companies with let's say less than 50 employees and probably less than £5M turnover. Some of these companies run to nearly 2,000 employees and $200M turnover!!
The fourteen companies discussed are:
Anchor Brewing
CitiStorage
Clif Bar & Co
ECCO
Hammerhead Productions
OC Tanner Co.
Reell Precision Manufacturing
Rhythm & Hues Studios
Righteous Babe Records
Selima Inc
The Goltz Group
Union Square Hospitality Group
WL Butler Construction Inc
Zingerman's Community of Businesses
There are only eight chapters in 215 pages, requiring fairly lengthy sittings:
1 - Free to Choose
2 - Who's in Charge Here?
3 - The Mona Lisa Principle
4 - Ties That Bind
5 - A Culture of Intimacy
6 - Galt's Gulch
7 - Pass It On
8 - The Art of Business
(plus; 5 pages of acknowledgement, 18 pages of intro, 6 pages of reflections, 4 recommending further reading)
On the whole the author discusses what makes these businesses remarkable. The premise is that they have each faced a choice and made a decision to choose to be great at what they do rather than to follow a fast growth option. I would not say that this moment of choice was obvious for all of the businesses.
The book dips in and out of the businesses fairly randomly i.e. you might expect a book of this type to dedicate a chapter to each business. The coverage of the businesses varies widely, some are mentioned a great deal and explored deeply, others are not mentioned very much.
Plainly, these businesses are successful and would be profitable. Some actually only break even because of the remarkable schemes that their owners operate to reward their staff and give back to their communities.
All of the businesses remain privately owned.
Some of the essences of their remarkable ethos are; hire nice people, treat them well, involve them intimately in the business, play a significant role in the local community, source locally, treat your suppliers well ......
In a UK setting I am not sure who would glean what from this book. If you are a small business boss who is committed to being good to his staff, then you may be inspired, and may pick up some further ideas - but frankly, in the current climate I cannot see many UK businesses having sufficient margins to be so 'giving'.
If you have the numbers to pull it off, then you will probably be a PLC, and then your shareholders are going to have a big say in what you do with their funds.
So, I guess there will only be a remarkable few private UK businesses with sufficient margins, and altruistic bosses, who are able to make comparisons with the companies studied in this book?
These will be the companies that make the 'Top 100 Best Places to Work' lists ...
It's probably not worthwhile reading for the entrepreneurial millions running UK small businesses.
The "heart and soul" of a capitalist economy - Rated 
During a GE annual meeting when discussing entrepreneurial companies, Jack Welch explained why he admires them: "For one, they communicate better. Without the din and prattle of bureaucracy, people listen as well as talk; and since there are fewer of them they generally know and understand each other. Second, small companies move faster. They know the penalties for hesitation in the marketplace. Third, in small companies, with fewer layers and less camouflage, the leaders show up very clearly on the screen. Their performance and its impact are clear to everyone. And, finally, smaller companies waste less. They spend less time in endless reviews and approvals and politics and paper drills. They have fewer people; therefore they can only do the important things. Their people are free to direct their energy and attention toward the marketplace rather than fighting bureaucracy."
Presumably Bo Burlingham agrees with Welch, perhaps adding that the size of a company such as GE does not determine whether or not it has these characteristics. Rather, he would identify 14 companies which he calls "small giants." They range from Selima Inc. (a two-person fashion design and dressmaking firm) to O.C. Tanner (a company with 1,700 hundred employees and annual sales of $350-million). Although quite different in size and nature, Burlingham has identified seven common threads:
"First, I could see that, unlike most entrepreneurs, their founders and leaders had recognized the full range of choices they had about the type of company they would create."
"Second, the leaders had overcome the enormous pressures on successful companies to take paths they had not chosen and did not necessarily want to follow."
"Third, each company had an extraordinarily intimate relationship with the local city, town, or county in which it did business -- a relationship that went well beyond the usual concept of `giving back.'"
"Fourth, they cultivated exceptionally intimate relationships with customers and suppliers, based on personal contact, one-on-one interaction, and mutual commitment to delivering on promises."
"Fifth, the companies also had what struck me as unusually intimate workplaces."
"Sixth, I was impressed by the variety of corporate structures and modes of governance that these companies had come up with."
"Finally, I noticed the passion that the leaders brought to what the company did. They loved the subject matter, whether it be music, safety lighting, food, special effects, constant torque hinges, beer, records storage, construction, dining, or fashion."
No doubt there are countless other companies which also meet these criteria. Insofar as they and the 14 "small giants" which Burlingham discusses are concerned, nature of business is as irrelevant as size. If I understand Burlingham correctly, they are driven by the determination to be the best at what they do, to have close ties to their communities, to create a great workplace environment, to provide excellent service to their customers, and to be terrific customers to their suppliers. They regard profitability as a by-product of doing those initiatives. They wouldn't normally reduce an area of their operations to increase profitability (although sometimes they might have to). If they reduced it at all, it would be to achieve those other goals.
Burlingham suggests that his book be viewed as a "field report" on a group of extraordinary companies, each of which has (his word) "mojo" which he discusses on page 195. Although "small giants" may not be the backbone of the American economy, they are "its heart and soul, and they are setting a new standard for excellence on Main Street." When concluding this brilliant book, Burlingham asserts that businesses "are the building blocks, not just of an economy but of a whole way of life. What they do and how they do it have an impact that extends far beyond the economic sphere. They shape the communities we live in and the values we live by and the quality of the lives we lead. If businesses do not hold themselves to a high standard, the entire society suffers." Well-said.
Frankly, I envy those who have not as yet read Small Giants because, among its many benefits, it offers an eloquent, indeed compelling affirmation of values we should but do not always live by. With all due respect to Burlingham's business acumen, I appreciate even more his obvious faith in what can -- and should -- be accomplished if more of us became "small giants" of decency and integrity. It is no coincidence that many of those on Fortune's annual list of the most highly-admired companies are also on its list of those most profitable.
Burlingham urges his readers to visit www.smallgiantsbook.com where he plans to provide a form by which they can nominate other companies also worthy of recognition as "small giants." Leaders of the original 14 will then select the next group which will be recognized in Inc. magazine at which Burlingham serves as editor at large.
Those who share my high regard for this book are urged to check out Jason Jennings' Less Is More and Think Big, Act Small as well as Jim O'Toole's Creating the Good Life, Michael Ray's The Ultimate Goal, David Maister's Practice What You Preach, Robert Tomasko's Bigger Isn't Always Better, Michael George's Fast Innovation, and Yoram (Jerry) Wind and co-authors' The Power of Impossible Thinking.
A Thought-Provoking Read - Rated
The title of this book caught my eye when advertised in The Times newspaper, so it was instantly on my "to buy" list. The book provides a number of excellent examples of where (private) companies choose to follow a path other than profit-maximisation or a rapid expansionist policy. Whilst there is much to commend this book, I was disappointed that the author had restricted the selection of such companies to the US. I can't help thinking the book would have presented a more engaging read if at least one of the 12 companies was from outside the US.
That said, if you are interested in exploring business operations and cultures that run counter to the endless treadmill of corporate profits, then this book is for you.
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