Good Advice is in the eye of the beholder
Let me start by saying this book is much needed by the management community, whether the world of management realises it or not is another question.
The book describes a method for the application of scepticism to management claims and theories, it provides a structure which exposes the logical fallacies inherent in much of what I call pseudo-management ideas.
As a critical thinking primer it works very well, but it will take quite a bit of study and practice to master the ideas to a level which can be applied ad-hoc at management meetings. That said it is something which should become a basic skill for all managers. I suspect managers who like to think about ‘why’ they think the way they do will readily warm to these ideas.
Chris Argyris realises that the management school of ‘Command and Control’ has created a climate which does not foster critical thinking (for lots of reasons too long to go into here) … learning to think clearly is ultimately what this book is all about, often better thinking, leads to better decisions and better organisations.
So where is the flaw in this book about Flaws? it assumes managers want to deconstruct command and control structures to allow them more freedom to think and criticise the status-quo, Alas too many are contented with the way it is. For those managers who want to change this is a great book. The Flaws are only flaws if you want to change.
I highly recommend this book.
What the CEO needs to know about Lean
The point of the book is very clear. This is a must have book because it brings everyone back to the purpose of Lean… its a management system not a set of tools, it berates the linkage with Six Sigma and provides sound arguments on why they should not be seen in the same way. This book should be given to every CEO, as an instruction book about what it means to develop an organisation based on Lean Management Principles. This is not a how to do it manual, its a ‘why should we do Lean book’ and ‘what it takes from management to BE Lean’
I recommend every practitioner of Lean take many of the examples from the book and educate their management teams and CEO’s. Then give them this book to read, they can read it on 45 min and it will save a lifetime of heartache, disappointment and money trying to implement what is described in the book as ‘Fake-Lean’ ( A non Lean Improvement programme masquerading as a Lean Programme)
I highly recommend this book its excellent.
This review is for: Adaptive Enterprise: Creating and Leading Sense-And-Respond Organizations (Hardcover)
A New Vision
The book talks about creating Sense and Respond 1.0 organisations and adopting operational strategies similar to the approaches taken by the German ‘Mass-Customisation’ school of thought, i.e. using technology to create an information factory then combining it with granular modular production techniques to deliver on-demand services. To my mind this solution falls well short of the Sense and Respond Vision the author expertly outlines. But don’t let the wrong solution prevent you from adopting the right vision. This book and the vision it outlines is very important for the world of work today, where old business models have reached the end of their useful life.
While the technology theme is very strong in the book,(as you would expect from a strategy school based at IBM) its underlying message is the need to deconstruct the very fabric of the organisation and introduce structures that can close the duration between ‘sensing’ and ‘responding’ to a level that establishes a truly on-demand capability. Their analogy of obtaining the responsiveness of ‘Fly-by-Wire’ systems in aircraft works well in this respect
More space might have been given to the approaches required to change the management mindsets and behaviours.
I would caution companies not to think of this solely as a technology solution otherwise they may be in danger of simply creating a more sophisticated form of make and sell with the technology solution providing a disappointing response to sensing the wrong needs.
The book outlines a brilliant strategic case for the adoption of Sense and Respond principles.
Stephan has brought the term ‘Sense and Respond’ to the attention of a very large audience and has since this book developed it into a fully fledged post-industrial managerial model. A great read for people who are passionate about creating breakthrough organisations.
This book was originally published as a concept outlining the case for Sense and Respond type organizations when In Europe we were actually creating organizations who were doing this, the latter work lead on to the book Sense and Respond by Stephen Parry
Compulsory Reading for ALL Managers
This is an important book berating the media fixation of attributing success characteristics to business leaders when there is little or no supporting evidence.
Rozenzeig, methodically takes apart both the media commentators and business book authors who talk-up certain ‘great’ features of successful leaders and then quote the very same features as bad if those leaders encounter a downturn in fortune.
The litmus test Rozenzweig applies is simple, Do these same writers PREDICT either the success or failure of important business leaders? The evidence shows they do not, they simply create a story to explain the rise or demise of leaders in an effort to have SOMETHING to say about it in order to maintain their ‘expert’ status.
Rozwenzweig clearly demonstrates that all experts can be fooled by randomness especially when its driven by the need to produce a plausible story for a publication deadline or justify a new consulting method to create sales.
This book has serious implications for all business media writers and business book authors, but more importantly for the rest of us who read the statements telling us what happened, we must now take what they say with a bucket of salt and look beyond the story for the evidence.
The book is well written,informative and logical. Every MBA student needs to study this. This book is now compulsory reading for all my staff