- Gebundene Ausgabe: 288 Seiten
- Verlag: Portfolio (26. Dezember 2013)
- Sprache: Englisch
- ISBN-10: 1591845874
- ISBN-13: 978-1591845874
- Größe und/oder Gewicht: 16,1 x 2,4 x 22,9 cm
- Durchschnittliche Kundenbewertung: 3 Kundenrezensionen
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Joy, Inc.: How We Built a Workplace People Love (Englisch) Gebundene Ausgabe – 26. Dezember 2013
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Mehr über den Autor
“Joy, Inc. is a marvelous title, sure. But this masterpiece delivers and delivers and delivers. I beg you to keep taking deep breaths and imagining the world that Richard Sheridan reveals. Then . . . give it the best shot you can. I do truly beg you.”
—Tom Peters, coauthor, In Search of Excellence
“Redefining management, the way Richard Sheridan did at Menlo Innovations, is a big task. But with the direction and inspiration he provides in Joy, Inc., you can tap into your team’s trust, enthusiasm, and energy to successfully build your own stronger organization.”
—Captain D. Michael Abrashoff, author, New York Times bestselling It’s Your Ship
“Sheridan and his colleagues at Menlo Innovations have created one of the world’s most inspiring—and productive—workplaces, and he reveals its secrets in this highly readable and thought-provoking book. Joy Inc. is about a way of organizing work so logical, so effective, and so rewarding that you have to wonder why everyone doesn’t do it. Maybe now they will.”
—Bo Burlingham, author, Small Giants, and editor at large, Inc. magazine
“Readers who have experienced lean or agile software development may recognize the tools Sheridan used to create a totally different organizational model. But make no mistake—bringing them to life to create a joyful workplace is an act of leadership and teamwork, not implementation. Joy, Inc. shows us how the right intentional culture, combined with the right systems of management, can bring joy and exceptional business success.”
—Jeffrey Liker, author, The Toyota Way
“Joy, Inc. is the next step in the evolution of leadership and organization theory. And how appropriate that it comes from Menlo Innovations, the namesake of Edison’s ‘invention lab.’ Sheridan offers not only a manifesto for elevating the soul of organizations but a trail guide from a skilled explorer to help us follow his lead.”
—Joseph Grenny, coauthor, Influencer
“An amazing book about a stunning idea. Can you deliberately create a corporate culture that challenges every conventional wisdom on how a workplace should and must operate—while simultaneously skyrocketing performance? Sheridan says yes, and outlines how he and his team he did it. It’s a riveting story that left me deeply inspired.”
—Frans Johansson, author, The Click Moment, and CEO, The Medici Group
Über den Autor und weitere Mitwirkende
RICHARD SHERIDAN is CEO and cofounder of Menlo Innovations, which has won the Alfred P. Sloan Award for Business Excellence in Workplace Flexibility for six straight years and five revenue awards from Inc. magazine. He frequently speaks at business conferences and to major corporations such as Mercedes-Benz, Nike, and 3M. He lives in Ann Arbor, Michigan.Alle Produktbeschreibungen
In diesem Buch(Mehr dazu)
This notion in itself is not surprising or new but what makes this book an exemption from the many Make-Your-Employess- Happy-To-Build-Great-Products-Books which describe organizations that are great places to work at he describes what methodologies Menlo Innovations uses in great and applicable detail. In addition he doesn’t fall short in explaining how his ideas are able to enable a sustainable and growing business with happy clients while creating a working environment that is free from overtime, has full vacation flexibility and leaves room for employees to engage in social community and educational work.
Joy, Inc. leaves no excuse to go on the pursuit of joy at the workplace on your own.
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First, I'll tell you what Menlo does right - they make great software. I was really proud of the software we wrote when I was there. And you'll learn what it is like to work in a collaborative environment. I would recommend any company hire Menlo for software development.
That said, workers at Menlo are not as joyous as Rich makes it sound. Like any business, SOME people love it, some people hate it.
Any "joy" at Menlo comes at a price.
Rich has admitted on a podcast that the pay at Menlo is on the low side. Maybe "joy" is worth it ... but keep reading.
For all this talk of "joy", I think most people want a job with consistent work (and pay). For all the hype, Menlo has not been able to keep people employed. Rich tried to open a second office in Chicago - it failed. As a Menlo employee, you'll face constant layoffs as the company struggles to get work. Layoffs are common. Part of this is due to having too much process. Menlo charges a high fee (as admitted by their head project manager in a blog post). The high fee is due to large teams assigned to every project. In theory, the team means high quality, but process is taken to extremes at Menlo.
One competitor to Menlo is Thought Works. Both companies have a similar model. They compete in the Agile Software market. Thought Works employs sales people to get work. Menlo has openly shunned a sales force - and the lack of consistent work is the result.
The on-again, off-again part was a bit too much for me.
When I was being hired, other employees took me aside and told me the contact was illegal. So I had my employment contract reviewed by an attorney. The Menlo employee contract is one sided (like that of most companies), but it has language to cheat the IRS by classifying employees as "contractors." I was not too bothered by that. But other employees - I mean "contractors" - were really bothered by the hypocrisy.
And it is the hypocrisy that you'll read in this book. I got my copy at a trade show last week.
A lot of the hype that Rich promotes is based on his style to "bend" the truth. Menlo was founded on a study called The "Chaos Report." It's a report that concluded that most software project fail. That caused a movement to try to improve how software is written - which sounds great. Well, it turns out that the conclusion was hogwash. [Search for "Debunking the Chaos Report"].
Rich likes to take a good story and use it to promote what he is selling. The Chaos Report helped him sell jobs. His new book takes the same approach. From someone that worked at Menlo, the book is not really what happens there. We'd all like to work at a wonderful job for an idyllic company.
Don't get me wrong, the product is great. People may "love" the idea of the Menlo workplace, but don't confuse the IDEA with the REALITY of working there. People who visit fall in love with the IDEA, the CONCEPT, the DREAM - not the reality of ACTUALLY working there.
All the comments posted to date, are people who are falling in love with an idealized workplace. Yes, Menlo gets a lot of press, but a workplace includes the pedestrian also. Things like PAY, regular WORK and the employment CONTRACT. While these are boring, they are the part of the picture not included in the book. All the idyllic prose does not change the fact that - it is a workplace we are talking about.
Reviewers don't have to work there. So it is easy to read a nice book and comment on it - without the work part. This book separates WORK from PLACE. This book is about a PLACE, an environment, a dream. But it ignores the WORK - things like pay, hours and how one is treated in the contract. And these items are very low on the "joy"scale at Menlo.
So ... if you want a fantasy book about an idealized work environment, get the book. If you're a manager looking to steal talented people with a best-places to work ... avoid this book. Workers exit Menlo for more traditional corporate gigs at a fast pace. Why ... it's not all that joyful to work for low wages.
P.S. Since this post first aired, threatening emails have been sent by guess who? I think if you write a book, you should just let people review it. I think it's a bad idea to threaten a reviewer. I'm only saying, this book is a story about an idealized workplace. It's not a guide book.
Kudos to Richard Sheridan for not pulling any punches about what's wrong in old-style organizations and for being very clear that his is only one model of what works, but contains very obvious elements that will be necessary no matter how one chooses to try to structure new experiments in better ways of managing and leading.
As a long time, former VP HR, I have no hesitation recommending this book, though quite a few are going to point out that it shows how you can operate without HR (in this one structure). As a long time defender of HR and the value it adds to organizations that doesn't worry me a bit. HR will continue to play a pivotal role in helping understand and implement these sorts of better organizations and training people, especially in leadership, that are needed to make them effective. Of course the nature of the HR role will change - for the better I might add - just as all the other roles will change as well. It won't go away, but like the others will become more fun and more satisfying as it begins to deliver all it can.
I would suggest reading this book, along with "The Leader's Guide to Radical Management" and the Valve Company Handbook, which you can find by searching online.
It's time for a management revolution. This is one of the key playbooks. It should be part of any MBA program - in fact, it should be how they RUN the MBA programs!