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Full Description
The last 20 years has seen one management fad after another come and go. At the behest of consultants and gurus, businesses have re-engineered, downsized, learnt excellence, developed competencies and created customer-focused strategies. But to what avail? Despite all these fads and improvements we still find bad management, unhappy customers and companies that are extolled as excellent one day and go bust the next. There is a huge gulf between the excellence industry that is touted by the gurus and the real world of business. "Hard-core Management" aims to bridge that gap. It exposes all the core assumptions made by managers and their gurus by stripping them of their fancy garb and forcing us to confront the stark, warts-and-all reality. More than 100 overdressed assumptions are presented for frank examination such as: we know our customers; we know our competition; we have a strategy; our leader knows the way; we have a vision; we are in control; and we can change.
Contents
Contents Acknowledgements Introduction Part I1. We know our customers 1.1 Our customers know what they want: leading versus following customers 1.2 Our customers tell us the truth: politeness versus the truth 1.3 Our customers' attitudes and opinions matter to us: watch the feet, not the mouth 1.4 We use market research rationally: politics, emotion and reason 1.5 We have relationships with our customers: welcome to the world of the one-way relationship 1.6 We are customer-focused: but who is the customer? 1.7 We all have customers: internal versus external customers 1.8 Our customer is just our customer: customers as competition 1.9 The buyer is our customer: the buyer and the user 1.10 Our customer is a person: the individual versus networks 2. We know our competition 2.1 Our competition is another business: external versus internal competition 2.2 Our competition is who we say it is: the tyranny of the served market 2.3 We know how our competitors are performing: benchmarking myopia and deniability 2.4 We must compete to win: competition versus collaboration 2.5 We outpace competition: lemmings and cliff faces 3. We understand our financial performance 3.1 We know if the business is making money: financial reporting and the missing GBP17 billion 3.2 We know how to make investment decisions: objectivity and subjectivity 3.3 We know how much money we should be making: pick a goal, any goal 3.4 We know how much the business is worth: pick a number, any number 3.5 We are growing profits: EPS and the magic money tree 3.6 We know where we make money: misallocating costs and resources 3.7 We know our prices: cascading prices and profits 4. We are in control 4.1 Our information is accurate: crystal balls and forecast balls 4.2 New age slavery: the costs of corporate control 4.3 Fighting the flood: controlling what we can versus what we must 4.4 We know how to control our business: from guilds to guilt 4.5 Our risk is under control: individual versus institutional risk 4.6 Decision making is rational: emotional and political icebergs 4.7 We have a corporate culture: propaganda and reality 4.8 We value diversity: diversity, intolerance and effectiveness 4.9 We are a one-firm firm: tribes, clothing, shibboleths and schizophrenia 5. We understand management 5.1 We know who management are 5.2 We know what management is 5.3 We know what we are meant to do 5.4 We use our time well: technology and slavery 5.5 We can communicate: but why are all the others turkeys? 5.6 We understand each other 5.7 We have effective meetings 5.8 We can control our own fate: employers and employability 5.9 We know how we are doing: annual reviews and fiction Part II: We know where we are going 6. We are in control of our destiny 6.1 We are in control: prisoners of the past 6.2 The leader knows the way: the blind following the blind 6.3 We have a budget: revisionitis rules 6.4 We have a plan: then we have a laugh 6.5 We have a vision: delusions from the old managers' home 6.6 We are improving: the mysterious case of the disappearing baseline 6.7 We know how to make decisions 7. We respond well to change and technology will save us 7.1 We will cut costs: getting thinner versus getting fitter 7.2 Productivity will make us more competitive - and the next big big thing in management 7.3 Productivity: mirrors, miracles and mirages 7.4 Technology: productivity, profitability, black boxes and black holes 7.5 Technology is the answer, and the problem 7.6 Technology will change the way we do business: the cart does not drive the horse 8. We have a strategy 8.1 We know what strategy is: from the future to floor plans 8.2 We have the answer: but does anyone know the question? 8.3 Experts can help: Newton versus Darwin 8.4 We know what successful companies do: prescriptions for suicide Part III: We know how to get there 9. We can change 9.1 We are changing faster than ever: Einstein, change and relativity 9.2 We are ready to change: fear, uncertainty and doubt 9.3 We can manage change: programmes, projects and people 9.4 Management should be reasonable: success and unreasonable management 9.5 People will do what we want them to: compliance versus commitment 9.6 Change will make things better: optimism versus reality 10. We will fix our operations 10.1 In search of excellence: the art of being less incompetent 10.2 We will re-engineer our operations: re-engineering re-engineering 10.3 Quality is the future: knowing how well we are doing the wrong thing 10.4 We will cut our costs: shrinking our way to glory 10.5 We will get close to the customer: CRM, relationships and reality 11. We will fix our management 11.1 We will reorganize: time's arrow, time's cycle 11.2 We will change our CEO: the guru, komissar and unicorn 11.3 We will incentivize management: welcome to the lottery 11.4 Performance comes from people, until we write them off Part IV: So what? 12. So what for the business: models of management 12.1 Know where you are: understand the rules of the game 12.2 Know where you are going and then change the rules of the game 12.3 Models of management: fit versus perfection 12.4 Models of management: the devil is in the detail 12.5 Models of management: in search of inspiration 12.6 Models of management: organizing for success 13. So what for managers 13.1 Fit 13.2 Foresight 13.3 Flexibility 14. Conclusions: modern to postmodern management 15. Postscript: theory into practice References Index
