1-800-GOT-JUNK? based in Vancouver, British Columbia, has a vision of creating the ‘FedEx’ of junk removal. By the end of 2008, however, the company had over 340 franchises in the United States, Canada, and Australia, and system-wide revenues of over $125 million. Scudamore’s company has been described as a “curious hybrid” that blends the old and new economies. Although its product—hauling trash—has been done for hundreds of years, it relies heavily on sophisticated information technology and has the kind of organizational culture that most people associate with high-tech start-ups.
In addition, the company’s culture is a unique blend of fun and seriousness. There’s a quote posted in the head office that says “It’s all about people.”
1. Do you think 1-800-GOT-JUNK? Faces more of a calm waters or white-water rapids environment? Explain.
2. What external and internal forces might create the need for the company to change? Be specific in describing these.
3. What could other organizations learn about managing change, stress, and innovation from 1-800-GOT-JUNK?
4. Using Exhibit 7-5, how could Brian Scudamore stimulate and nurture innovation at headquarters and with company franchisees?