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Management styles in the new economy
New kinds of company require new kinds of management. Yet most old-economy managers make mediocre managers in the new economy because they have forgotten (if they ever knew) the entrepreneurial basics. Going for growth
It's taken for granted in organisations that growth is good and non-growth is bad. But why? Surely being growthless but not seriously declining, secure and seriously profitable, is highly agreeable? Planning for the future
Most managers live in the past. They are so concerned with what they already have, by their 'legacy' business and 'legacy' systems, that they resist even unavoidable change and obvious trends.
Customer strategy and the art of listening
The mantra that 'the customer is King' is mouthed by senior managers in every industry. True in theory, it is an ignoble lie in most companies, because executives prefer their ivory towers to the store floor. Leadership and accountability: the CEO's burden
CEOs are hardly ever given, or asked to provide, a list of criteria by which they can expect to be judged. But common objectives and criteria, while generally unspoken, do exist for all CEOs in all businesses. Why managers must embrace entrepreneurship
Focus, flatness and decisiveness are the keys to entrepreneurial success. These same entrepreneurial basics are also the keys to survival in this era of spectacular uncertainty. Recurring management failure
In the 1960s, my first book looked at managers who did the wrong thing for the right, the wrong, or no reason at all - yet still managed to keep their overpaid jobs. In the intervening decades, nothing has changed. Strategy must not depend on denial
Avoiding painful facts is effective as far as it goes. It saves face, hides shame and sweeps crazy errors under the carpet. But that protection doesn't go very far. As Wall Street is finding out, reality is the cure for self-delusion. How the web revolutionised business models
The Internet has radically altered the business models of the past. There was a time when critics viewed Amazon with scepticism, pointing to the firm's failure to make money. However, what they completely missed was the financial significance of Amazon's business model. What can we learn from the Toyota debacle?
Toyota's problems are not just a Japanese incident, but rather a blow to good management, and a sign that management in general is failing to deliver. How capitalism was tested beyond its limits
Capitalism has been tested beyond its limits by completely false and inherently risky assumptions. Globalisation transpired to be a trap and a delusion. What looked like a dead cert for the world economy became a sure nightmare. Why was the wisdom of Peter Drucker ignored?
The late Peter Drucker was the greatest management thinker of our times. Yet as the recent and current chaos shows, his wisdom went either unheeded as the wrong goals were attacked by the wrong managers. And what a tragedy that has proved to be. Management skills the Buffett way
Warren Buffett's once-obscure business, Berkshire Hathaway, is a strong candidate for the prize of World's Best Company. That means Buffett is a front-runner for World's Best Manager. So what is his secret - and why does Buffett have so few imitators? Management consultants and the scientific approach
The Great Crunch has revealed the limitations of scientific management and the dangers of focussing too much on abstract strategy at the expense of what is going on now. The Five Drivers model shows the way forward
The Great Crunch has shown that the cult of the CEO, hierarchical management structures and an obsession with short-term results are all inimical to efforts to achieve superior results. What we need are entirely new management drivers. Government management and the one-way road to failure
Failures in government are usually precipitated by politicians themselves. They tend to be ignorant of management, which is excusable; but they act as if they are informed, which can't be excused. Corporate culture and the new economics
Reward for decision-makers has always been determined by vested interest. It obviously suits the men and women themselves to be paid enormous sums, irrespective of any rationale. But what can we do about it? Business management myths, truths and consequences
Many people in senior business positions are great believers. They hold to a whole raft of ideas about success, markets, what motivates people, the nature of innovation, and so on. And what almost all these have in common is that they are completely wrong. Business strategy: the lessons of the 'big ideas'
The current decade's big idea in business strategy is 'open innovation'. Enlightened companies are actively seeking innovatory ideas wherever they can be found. Management innovation: the next big breakthrough?
Almost every car on the planet will eventually be electrified. But new types of car will require new styles of manager, too. So are there any Americans out there who can rise to the challenge? Surviving the downturn and forging ahead
The great economic disaster rumbles on, but the 21st century economy will continue to thrive and grow in the astonishing environment of the Digital Revolution. Rewards and incentives - when self-interest isn't enough
Self-interest is a powerful engine of economic performance, but it is far from being the only one. Many other parts are necessary for the economic motor to run smoothly – like teamwork and delegation. Bad management decisions and the recession
During this, the second-worst of all modern economic disasters, if a company announces lay-offs and closures, much of the blame is automatically attached to the downturn. However, a measure of blame has to be attached to management itself. What the auto industry bailout says about US industry
The sight of America's Big Three car bosses going cap-in-hand to Congress for a bailout encapsulates some harsh truths about America's industrial decline. Colossally overpaid, professionally incompetent and hugely conceited, they aren't fit to run a company, still less the world's economy. Corporate culture shock and the IT revolution
Now that we can all see the disastrous effects of The Cult of Shareholder Value and The Cult of the Chief Executive, let's hope that a new movement - the Cult of Collaboration – can come to our rescue. What happened to technology in financial management strategy?
Since the very beginning of the IT Age, Wall Street boasted more technology and processing power than any other sector. So what happened to it? Why did it fail to stop the meltdown? Strategy and the crash
Robert Heller explains why the Second Great Crash is different from the First but all too similar to lesser crashes in between – and why it was completely avoidable. Contemporary management is obsolete
Management is out of date. Managers are failing to take advantage of a unique moment in history where the gathering pace of change opens the door to revolution and new types of organisation. Management styles: why things go wrong
Robert Heller discusses how, faced with rising complexity, managers make the situation worse with overly complicated reactions Business management and purpose
The context in which people work is of vital importance. That means articulating a concise and relevant purpose which defines the shared tasks of all staff. Business strategy in the age of opportunity
Opportunity always knocks. And adversity is the mother of opportunity. When the economic picture looks grim, there exist an increasing number of chances for generating bright new success. The lessons of total quality management
How could a project as high-profile and important as the opening of Heathrow airport's new Terminal Five have gone so disastrously awry at such a sensitive moment? Robert Heller dissects the fiasco. The plutocrat's new clothes
The Millennial economy represents the era of the Naked Plutocrat. While their super-fortunes are alleged to be rewards for super-success, they are beginning to resemble a much earlier group of self-servers: the Robber Barons. The folly of following figures
How many managers ever pause to consider whether the numbers are guiding them and their businesses in the right direction? Perhaps their priorities need to balanced more in favour of innovation. The strategy expert who made it happen
Sir John Harvey-Jones, who died in January, represented a rare breed. What made him stand out wasn't just his management know-how – it was also the human dimension. Learning by example
Most managers accept that a subject is teachable and that the lessons, once taught, will bring benefit to them and their companies. But that doesn't stop too mnay of them wasting their time and money by listening to advice they are never going to take. Incentive strategy and managing mistakes
To what extend should incentives be used as a business strategy? Does motivation naturally follow incentives? Why are gross errors made and how can you protect against them? And how exactly can you use error as a foundation for excellence? Leadership and management
Management has always been difficult to classify. Managers and management gurus often disagree as to whether the activity is art or science or craft or discipline, or whether it is inspirational or mathematical. Echoes of the conglomerates
The rise and fall of the giant conglomerates of the 1970s was inevitable. But why? And how exactly do the causes relate to the boom of private equity we see today? Chief Growth Officers
It is often said of the over-managed company that there are 'too many chiefs and not enough Indians'. Whatever the veracity of that statement, management certainly has more Chiefs than it used to - not all of them useful. |
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