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leave you there for three or four years, or we could say, You know what, after just one year, let s jump this person up a few stores Let s give em a $15 million store, and see what happens And you know what We re right 70 to 90 percent of the time So that does great things for the company We get that productivity, but more importantly, that individual says, You know what, I m killing myself, but they re noticing! 36 If this philosophy sounds familiar, you might recall how Charles Sr assembled his inaugural class of managers in the 1910s and how quickly they moved up seemingly before their time yet they were able to do the job, again and again Once more, what worked way back then still works today The Quantum Leap theory not only ensures a fresh supply of young talent, but it inspires everyone to get noticed Jorndt pointed out, Sometimes other people see a young person moving up, and they say, Why did that person get promoted Well, here it is Everybody gets a report card Look at the treatment of people and the work ethic Those are the two things we look at We probably had 30,000 people 15 to 20 years ago, and today we have 150,000 And I think we ve slipped maybe 10 percent in terms of being connected to each other, and I think [we ve] slipped only that much because we ve really worked on it We re still about 90 percent of what we were, in terms of the family feeling of closeness, when we were just one-fifth the size we are now37
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After devising effective systems to expand the number of good employees, the next step was to expand the number of stores Having soured on the idea of growth through acquisitions, under Jorndt, Walgreens
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launched an unprecedented building program and a very specific one, at that Instead of buying old buildings or leasing mall spaces and the like, Walgreens stuck to a crystal-clear plan of creating nothing but brand-new, freestanding stores with lots of free parking on busy street corners ideally, Main and Main By doing so, in less than a decade, Walgreens established the kind of immediately identifiable, almost iconic presence on thousands of street corners nationwide that only a few companies like McDonald s once enjoyed, with a clean, crisp, consistent appearance that tells you before you even pull up that you re about to enjoy a high-quality shopping experience A good example of Walgreens commitment to these basic principles occurred when Walgreens bought a chunk of land in Seattle just a block from the site Charles Walgreen Sr almost leased while on his honeymoon in 1902 A hundred years later, Walgreens opened a new store there As Jorndt stated in Walgreens: Celebrating 100 Years, A good corner, we like to say, is a good corner Every corner we build on [today], we re there because we want to be there 38 In other words, when it came to opening new stores, Walgreens would accept no more leftovers, no secondhand stores, and no makeshift compromises just good, new stores on good, central corners Walgreens took this basic strategy to extremes that must have seemed crazy to the competition, but it worked amazingly well for Walgreens The cognescenti would go so far as to close a profitable store in a good location sometimes paying $1 million to get out of the lease just to move a half block away to a busy corner When Walgreens gets serious about an idea, they get serious Store by store, block by block, city by city, region by region, Collins wrote, Walgreens became more and more of a hedgehog with this incredibly simple idea 39 Walgreens took another big step for customer convenience when it opened a freestanding store in Indianapolis with a drive-thru pharmacy and a one-hour photo lab the nation s first such store in 1992 Today,
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