By Paul Dolan

Precise TO OUR ROOTS units forth the easy yet strong administration rules that enabled Fetzer Vineyards lower than Paul Dolan to turn into one in all America's largest and best-know wineries at the same time it used to be changing into a version for sustainable company practices all over the place. Dolan and Fetzer led the California wine towards profound swap in how wineries and grape growers shield their setting, boost their groups, and enhance the lives in their staff, with no sacrificing the base line. choked with own anecdotes and sensible knowledge, this ebook bargains proposal and assistance to company managers who see the compelling have to construct and develop fit, sustainable corporations.

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Just to prove I could. There were signs early on that this management style was going to have consequences for Fetzer Vineyards and for my personal life. My second year at the winery, 1978, Barney made a special 33 34 True to Our Roots deal with American Airlines to provide it with Gamay Beaujolais for its in-flight passengers, which meant we would need to make more Gamay than the previous year. After all, this was one of Barney’s favorite wines. This is the stage of winemaking in which the sugars in the grape juice are consumed by yeasts to produce alcohol.

Here are the distinguishing features, which I believe any organization can emulate. Your Business Is Part of a Much Larger System At Fetzer, we proceed from the principle that we are part of a huge, interconnected web of relationships. None of us is alone. Every one of us, all our communities, and all our businesses share one planet and one future. All our actions, and their consequences, remain inside this larger system, reverberating and creating new consequences—for better or worse. The Culture of Your Business Is Determined by the Context You Create for It Everything in life gets its meaning from its context.

Any mistake. Wine is one of the most complex biological liquids on Earth, and although we are its makers, we are never quite its masters. We were growing, making lots of wine, and I was under a lot of pressure. I was making the Fetzer family a lot of money and bringing them all kinds of acclaim. How could they expect me to be perfect? Fetzer’s business was booming, sometimes doubling in size year over year. In some ways, the acknowledgment and the praise I was getting from Barney, from other winemakers, and from the marketplace made me think it was all I really needed.

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