May 12, 2025

What Smart Leaders Can Steal from McDonald’s Milkshake Experiment

When McDonald’s struggled to boost milkshake sales, they didn’t just tweak flavors—they asked better questions. This article explores how a Harvard professor’s unconventional research uncovered why customers were really buying milkshakes—and how that insight led to a 30% sales jump. It’s a lesson in leadership, customer understanding, and the power of observation over assumptions. Whether you run a hotel, design menus, or lead a team, this story will challenge you to rethink how you gather feedback and serve your audience.

Vanilla.

Chocolate.

Strawberry.

The joy of a good milkshake.

McDonald's was in a battle to bump up its milkshake sales.

Like any good corporate entity, they did focus groups.

But they brought predetermined questions to those groups.

They asked about milkshake size, flavor, and the quality of the milk.

Even after analyzing the answers and making improvements, sales didn’t budge.

To say the leaders of the Golden Arches were frustrated is an understatement.

So what did McDonald’s do?

They hired Dr. Clayton Christensen, a professor from Harvard Business School.

Christensen didn’t organize a focus group or ask pre-scripted questions.

Nope.

This Harvard professor showed up at McDonald’s with a clipboard and did his own research.

To finish reading this blog, click here:
https://www.chrisadamsofficial.com/post/what-smart-leaders-can-steal-leadership-lessons-from-mcdonald-s-milkshake-experiment

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