从汉堡王董事长到绿色食品大师

    史威提补充道：“大多数消费品公司的经理都不会每天亲自品尝自己的产品，或者亲自去看产品是怎么做出来的。但我们不是这样。”另外他还亲自和供应商讨价还价，亲自抡起锤子修理故障机器，甚至亲自开着货车去送货。

    第三，思维要快。史威提表示，在短短六个月的时间里把莫斯兰汀的一座废仓库改造成一家工厂并且开始投产，“这在大公司绝对不可能。但在创业公司里，你可以很快采取行动，并且随时做出修正。事实上你必须这样做。”

    比如公司的得意之作“仁慈的熏肉”只花了几个月的时间就开发了出来，并且摆上了货架。现在它在300家门店都有售，史威提说，到今年年末，销售这款食品的门店将增加到1500家左右。

    史威提指出：“在大公司里，一款新产品光是要进入试销阶段，就至少需要相当于我们两倍的时间，况且他们还有大量员工和很多支持。在我们这儿，经常就是凯利和我，在我家的厨房里制作一个新产品的不同版本，有时可能再加上第三个人，我们时常工作到半夜三点钟。”

    史威提毫不后悔为了做煎饼而放弃大公司董事长的职位，但他偶尔也会怀念当“大领导”时享受的一些特权。“大公司的私人飞机太贵了，但是坐普通航班的经济舱也的确挺累的。”（财富中文网）

    译者：朴成奎

    “Most consumer goods managers don’t taste their products or see them made every day,” he adds. “We do.” He’s also haggled with suppliers, picked up a hammer to fix a recalcitrant machine on the factory floor, and driven a delivery truck.

    Think fast. Turning that abandoned warehouse in Moss Landing into a running factory in just six months “could never have happened in a large company,” says Swette. “But in a startup, you can move quickly and make adjustments on the fly. In fact, you have to.”

    Benevolent Bacon, for example, took just a few months to develop from prototype to store shelves. It’s in 300 stores now, Swette says, and will be in about 1,500 by the end of 2014.

    “In a big company, a new product would take twice that long just to get to test markets, and that’s with a huge staff and lots of support,” he says. “Here, it’s usually Kelly and I and maybe one other person cooking up different versions of a new product in our kitchen at home until three in the morning.”

    Swette has no regrets about exchanging the boardroom for the burrito business, but he does sometimes miss the executive perks he once took for granted. “[Big companies’] private jets are overrated,” he says. “But the middle seat in coach on a no-frills airline is really a drag.”