Ryan does

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He’s implemented a system with all its ingredientws coming togetherto jell, using his common-sensed approach to management that happens to coincide with the book’s key principles. Among Collins’ preceptes being executed in Arlingtonthese days, Ryan identified what Collinsd calls the “One Big Righg Thing,” being the one central goal that can drivew a company to its highest level, around whicuh all aspects of the organization are built. For the Ryan says, that one thing is: “Having a competitive team on the which drives everything inour operation.
If we’rer competing well in evergy game, and winning our share because of our improved pitchingand defense, to go with the great hitting we’vse always had, more fans will attend our more will buy our merchandise and more will folloaw us on television and radio, causing more companie s to be sponsors.” He’s rigorous in making personnel decisions. Using Collins’ Ryan’s gotten the right people on the bus, put them in the righg seats and gotten the wrong peoplr offthe bus.
He says his greatestt accomplishment thus faris “bringing in an outstanding stafrf of quality baseball people who have a passion for the