The Belgian Surrealist Rene Magritte painted a series of pipes and entitled the series “Ceci n’est pas une pipe (This is not a pipe). The picture of thing is not the thing. In the same way, an organization chart is not a compandy, nor a new strategy an automatic answer to corporate grief. We all know this; but when trouble lurks, we call for a new strategy and probably reorganize. And when we reorganize, we usually stop at rearranging the boxes on the chart. The odds are high that nothing much will change. We will have chaos, even useful chaos for a while, but eventually the old culture will prevail. Old habit patterns persist.
"Widely regarded as one of the top management books of all time, "In Search of Excellence" is also one of the books that's influenced me the most." — Forbes
"Peters is an inspiring speaker. His maxim is "If it ain't broke, break it." He champions empowerment of middle management and a ripping up of the rule-books on layered bureaucracy." — The Gateway Online
"Fundamentally, the book urges us to take a more human view of business, to ask questions rather than seek answers. It also encourages a more entrepreneurial approach – highlighting the need to experiment, take risks and seek out revenue-building activities rather than cost-reducing ones." —Director
Having a mixed culture with a mixed education, Carlos Ghosn was able to lead Nissan to the next success. Traveling from Lebanon to Brazil, then Paris and America curved his methodology and his way of thinking in a way that enables him to turn a losing company to be one of
It’s certainly true that many of the particulars of business have changed. But the fundamentals have not. The stories in this book are just as relevant now as they were back then, and the lessons learned still apply today. Each story presents people who work together, make decisions under pressure, and
Tactics is based upon fifty interviews conducted for the book with men and women who have been outstandingly successful in a variety of fields. With his usual perceptiveness, Edward De Bono, one of the greatest revolutionary thinkers of our time, analyses their different paths to success, revealing that underneath their different
At gut level, all of us know that much more goes into the process of keeping a large organization vital and responsive than the policy statements, new strategies, plans, budgets, and organization charts can possibly depict.
If we want change, we fiddle with the strategy. Or we change the structure. Perhaps the time has come to change our ways.
To become less dependent on government sales, Boeing had to build the skill to its wares in the commercial marketplace, a feat most of its competitors never could pull off.
Such skill building, adding new muscle shucking old habits, getting really good at something new to the culture, is difficult. That sort of thing clearly goes beyond the structure.
The true power of the small group lies in its flexibility. New product teams are formed anywhere at 3M and nobody worries very much about whether or not they fit exactly into division boundaries.
The effective productivity or new product teams in the excellent companies usually from five to ten in size.
The task force reporting level, and the seniority of its members, are proportional to the importance of the problem.