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VISA’s Victory: How Hock Took VISA to the Top

Article Overview: When Hock arrived on the scene, the credit industry was collapsing right before his eyes. As banks raced to respond to the increasing demand, they found themselves out of their depths. Masses of people were being given pre-approved cards, including even children, pets and convicted felons – any lists of people that the banks could find. Fraud was rampant. Hock knew something had to change or the entire industry would soon give out.
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VISA’s Victory: How Hock Took VISA to the Top
When Hock arrived on the scene, the
credit industry was collapsing right before his eyes. As banks raced to respond
to the increasing demand, they found themselves out of their depths. Masses of
people were being given pre-approved cards, including even children, pets and
convicted felons – any lists of people that the banks could find. Fraud was
rampant. Hock knew something had to change or the entire industry would soon
give out.
But Hock was not your typical manager
for the time. An avid reader, Hock was developing a new set of clearly defined
principles by which he wanted to operate. He believed that companies that were
hierarchical and put too much emphasis on control and following rules only
served to stifle creativity and initiative, two key ingredients in any
company’s success.
In 1968, Hock convinced the Bank of
America to give up ownership and control of their BankAmericard program. He
became CEO of a new company, National BankAmerica, which would be a non-stock
membership cooperation owned in equal parts by all of its member banks. Among
the banks would exist a common clearinghouse system, one that would reconcile
all the accounts and ensure merchants would get paid for each purchase. But,
instead of trying to restrict the partners, Hock took the unusual step of
encouraging competition, saying, “Members are free to create, price, market,
and service their own products under the VISA name.”
In 1976, National BankAmerica became VISA,
and its success astonished even its backers. However, at the peak of it all,
Hock decided to retire. For ten years, Hock lived in isolation, working on a
200-acre parcel of land in Northern California. How does he explain his
decision?
“Through the years, I have greatly feared
and sought to keep at bay the four beasts that inevitably devour their keeper –
Ego, Envy, Avarice, and Ambition. In 1984, I severed all connections with
business for a life of isolation and anonymity, convinced I was making a great
bargain by trading money for time, position for liberty, and ego for
contentment – that the beasts were securely caged.”
During that time, Hock also founded the
Chaordic Commons of Terra Civitas, a non-profit group devoted to conducting
organizational experiments. It was active in everything from religion to breast
feeding to geo data mapping.
“I had spent about 16 years in various
management positions in the consumer finance industry, but my first love was
literature and philosophy, not business,” recalls Hock. “I was struck by how
dysfunctional most business organizations really were, how they crushed the
human spirit and how often people were in severe conflict with the
organizations of which they were part... The new challenge was to determine the
organizational principles of a societal organization that would emulate the
principles that nature seemed to use.”
For the rest of his career, Hock would
come to symbolize a new breed of organizational ideas and concepts that were,
what he called, “management-proof.” He never returned to VISA, but his legacy
remains to this day.
Article Tags: banks, cards, credit industry, felons, fraud, hock, pets, victory, visa
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