- Taschenbuch: 368 Seiten
- Verlag: Random House Business (6. Februar 2014)
- Sprache: Englisch
- ISBN-10: 1847940994
- ISBN-13: 978-1847940995
- Größe und/oder Gewicht: 15,3 x 2,7 x 23,4 cm
- Durchschnittliche Kundenbewertung: 2 Kundenrezensionen
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Scaling up Excellence (Englisch) Taschenbuch – 4. Februar 2014
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"The pair’s eagerness drips from every page and it would be a hard-hearted reader who left Scaling Up Excellence anything less than thoroughly energised about the potential for positive change... Very good indeed." (Robert Jeffery Chartered Institute of Personnel and Development)
"Practical and spiced with entertaining case studies. They do not shy away, either, from pointing out that it may sometimes make sense to stay small." (Financial Times)
How do you create a great organisation? By scaling up excellence.Alle Produktbeschreibungen
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"Scaling Up Excellence" habe ich mir begleitend zum gleichnamigen Online-Kurs der beiden Autoren gekauft, welchen ich auch empfehlen kann.
Das Buch bekommt von mir "nur" gute 4 Sterne, da es manche Aspekte noch tiefer und wissenschaftlicher behandeln könnte. Für meinen Geschmack hätten die Autoren dafür auf ein paar Anekdoten und Geschichten aus der Praxis verzichten können. Geschichten sind zwar wichtig zum Verständnis und zur Erinnerung, aber die nehmen über die Hälfte des Buches ein - hätte ich als Autor aber vermutlich genauso gemacht nach so viel Erfahrung aus mehr als 7 Jahren Forschung über viele kleine und große bekannte Firmen.
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MAIN THEME & WHO SHOULD READ
The main theme is that, while many good practices exist in organizations, they either get lost or there are difficulties when attempts are made to spread them (scale them) across the organization. The breadth of this theme means that this book will provide value to anyone who would like to see organizations improve. The benefits are not limited by industry, functional area, or organizational size.
KEY IDEAS: THE SEVEN MANTRAS
Sutton and Rao are far more direct than most academics; it often takes a lot to get a professor away from an “it depends” answer. In this instance they have enough background to be confident with the following:
We’ve identified reliable signs that scaling is going well or badly, and we’ve distilled these signals into seven mantras. If you are embarking on a scaling effort [I’ll add if you are doing anything to make your organization better], memorize them, teach them to others, and invent ways to keep them firmly in focus -- especially when the going gets rough.
Spread a mindset, not just a footprint. This first one is their, and your, protection against being labeled a fad.
Engage all the senses. From my perspective, this is where you consider how to weave together human, technical, and organizational practices such that they work together, not against your goals. It’s also where I realize that my presentation of these ideas is much less colorful, and perhaps less likely to scale.
Link short-term realities to long-term dreams. Organizations that can do this have mastered ambidexterity -- the ability to both get work done now, and not let that get in the way of great things in the future. (In my mind, this is a precursor to solving the The Innovator's Dilemma.)
Accelerate accountability. This one sings to me as a focus on transparency. I’ve asked in the past, “What evidence, tools, and techniques do people in mainstream organizations think they need to move in this direction?” The examples provided here may move us closer to my ideal.
Fear the clusterfug. Yes, they are using a euphemism, but it gets across that we can't allow even mundane bad things to get worse. Speak up. For those wanting to use their business research background: Don’t escalate commitments to bad situations. Think about the Denver baggage-handling fiasco and fear a similar outcome on your watch.
Scaling requires both addition and subtraction. This ties directly to the idea of managing for now and for the future. Sometimes activities that have worked to create excellence stop working as you scale. As Sutton and Rao note, having an all-hands meeting every week makes great sense for a small organization, but you are likely to have to shift the form of this activity as you grow. Information flow and commitment are still important, but you need to be willing to find new ways that fit your growth.
Slow down to scale faster--and better-- down the road. I completely agree. I am wondering why, in my writing, I start with this one (in the form of “Stop-Look-Listen”), and yet they end with it. Perhaps thinking of this as a list is the problem. It’s not a list, it’s a cycle or a weaving, which also goes along with their borrowing Michael Dearing’s image of whether this is Buddhism versus Catholicism (see Chapter 2).
APPLY THESE IDEAS
My goal with this review is to get you to read the book. You will benefit. Your organization will benefit. The next time I teach a general graduate management class, Scaling Up Excellence will be a required reading.
I’m still trying to decide how much experience in organizations you need to have to gain value from their ideas -- and I’d love your opinion. Is this a book to help undergraduates trying to understand the complexities of organizations? If you are a mentor, is this a book you would suggest to a person in their first full-time job? Without a doubt it’s a book I’d give to someone taking on a new leadership role at any level.
Disclosure: My review copy was provided by the publisher. I’ve also purchased a copy to gift to a colleague.
7 Scaling Mantras:
1. Spread mindset, not just footprint.
2. Engaging all the senses. (Personally, I want every lobby to smell like coffee or popcorn.)
3. Link short-term realities to long-term dreams.
4. Accelerate accountability.
5. Fearing the clusterfug.
6. Scaling requires both addition and subtraction.
7. Slow down to scale faster - and better - down the road.
Anyone familiar with Bob’s work expects a no-nonsense approach to writing and management - splashed with some tongue-in-cheek color. The addition of Huggy didn’t change the tone of this work.
One of my favorite chapters is: “Bad is Stronger Than Good: Clearing the Way for Excellence.” That’s the kind of stuff I expect from Bob. Get your head out of the clouds and face the hard truth that a little bad goes a long way.
I read one or two leadership books a week. “Scaling Up Excellence” is must reading. The principles in this book, if implemented, will change your leadership/management and your organization.
Seven years in the making, “Scaling Up Excellence” is a bargain.
Bob Sutton is a veteran Stanford professor and organizational guru who has written ground-breaking books about the nuances of interpersonal and management innovation, often with his characteristic humor and humanity in such bestsellers as The No ARule.
Here, he has teamed up with fellow Stanford professor, Huggy Rao to tackle something incredibly complex and important: Why do so many businesses stumble as they grow? Sutton and Rao tell us in engaging, behind the scenes stories why Google and Facebook have scaled effectively while Starbucks and others have stumbled. Flexibility is a key positive message: Facebook advocates fast development and gives engineers the leeway to “feel safe to break some stuff along the way; they also widely promote “hack a month” where each year employees are loaned to another group for a month. Google, surprisingly, despite its meteoric growth, “has always been notoriously slow to hire…every new hire is still approved at the organization’s highest levels.”
One of the things you can count on in a Sutton book are stories you’ll be able to tell at your next business dinner or meeting. But unlike so many books today, these aren’t just culled from business articles or the web. Bob and Huggy have interviewed dozens of top executives at many of the nation’s premiere companies. There are priceless gems, like this from a Netflix executive, who said the company’s entire policy on expensing, entertainment, travel, and gifts is encapsulated in this simple directive: “Act in Netflix’s best interests.” As Sutton and Huggy note: this minimalist approach creates a positive, virtuous cycle: “Employees with impressive skills and motivation are attracted by the pay. Then they stay -- and work like dogs-- because of the autonomy, pride in their work, and lack of friction.”
What’s remarkable in these pages is the amount of truth the authors dig out and the absence of B.S. Growing a business cannot be reduced to a simple, seven step formula, and Scaling Excellence reflect that in the variety of tactics they forward.
Management, as anyone knows who has the guts and stamina to have done it, is the ground war of building a business. It’s imperfect, ugly and shot through with human foibles. Sutton and Rao show how not just to survive but actually thrive, and live to fight another day.
But, to conclude this and decide the book doesn't have value is unfair. Lower your sights, expect to take a few good nuggets on how to approach change as a process, and I think you'll find this book worthy.
Though we often talk about scaling in terms of addition and multiplication, Sutton and Rao effectively illustrate that scaling is not only a "problem of more" but also a "problem of less". Because bad behavior is stronger than good, scaling requires "plumbing before poetry". Drawing on a multitude of case studies, anecdotes, and academic research, "Scaling up Excellence" is not a series of catchphrases. Instead, it outlines several hallmarks of scaling coupled with practical and actionable strategies. Only by understanding when - and to what extent - best practices should be replicated and spread, can organizations thrive and prosper. There is no substitute for the practical advice and years of research contained within the colorful covers of this book.
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