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Six Simple Rules: How to Manage Complexity without Getting Complicated (Englisch) Gebundene Ausgabe – 28. März 2014

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Six Simple Rules should be mandatory reading for anyone and everyone charged with a corporate management responsibility…"Articulate, practical, insightful, informed and informative… exceptionally well written, organized, presented, and thoroughly 'user friendly'” – Midwest Book Review

“Innovative and instructive, Six Simple Rules merits a place on the bookshelves of all those who aspire to give a new meaning to their management.” — Business Digest (France)

“… an interesting book that prescribes some practical solutions to the problems often seen in organisations.” — Irish Times

Six Simple Rules is a management book, but it also a social science book, an important asset because it will assist you in both understanding the people in your organization and what motivates and inspires them.” — 800 CEO READ

“an exceedingly interesting book on a very hot topic!” — Taking Care of Biz Blog (takingcareofbiz.org)

ADVANCE PRAISE for Six Simple Rules:

Lamberto Andreotti, CEO, Bristol-Myers Squibb Company—
“Applying the rules of this book will help those looking to increase cooperation while also removing complicatedness in their organizations.”

Mukesh Ambani, Chairman and Managing Director, Reliance Industries Limited—
“We do not want best practices; they are not good enough for us. We want the next practices, and that is what the six simple rules are about.”

Erhard Friedberg, Professor DDr, h.c. emeritus, Sciences Po, Paris; Professor and Senior Advisor, School of Government and Public Policy (SGPP-Indonesia)—
“This book will prove seminal. It shows the essential contribution that good empirical social sciences can bring to management, how social sciences can be used to seriously analyze and change what people do at work, and the amazing results you can then produce.”

Jørgen Vig Knudstorp, CEO, LEGO Group—
“What the authors call ‘complicatedness’ is the plague of modern corporations. To simplify is easy, but the cure may be even worse than the disease. What matters is to simplify without ignoring the new complexity of business. You can do it, thanks to the simple rules.”

Über den Autor und weitere Mitwirkende

Yves Morieux is a senior partner and managing director in the Washington, DC, office of The Boston Consulting Group (BCG). He is a BCG Fellow and director of the BCG Institute for Organization.

Peter Tollman is a senior partner and managing director in BCG’s Boston office. He leads BCG's People and Organization practice in North America.


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Format: Kindle Edition Verifizierter Kauf
Zentrale Aussage: PEOPLE stehen im Zentrum -- PEOPLE sind unsere wesentlichen Resourcen in einer Firma.
Sehr gute Anregungen, die oft nicht so leicht umzusetzen sind, aber wirklich wert sind danach zu streben.
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Format: Gebundene Ausgabe Verifizierter Kauf
One of the best business books of 2014.

An easy read and i assume that working on it will not that easy
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Die hilfreichsten Kundenrezensionen auf Amazon.com (beta)

Amazon.com: 4.5 von 5 Sternen 43 Rezensionen
45 von 47 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen An excellent, well-written treatise on increasing organizational effectiveness by decreasing organizational complexity 2. April 2014
Von L. M. Walker - Veröffentlicht auf Amazon.com
Format: Gebundene Ausgabe
Bravo to Yves Morieux and Peter Tollman for proposing an elegant, powerful approach to increasing organizational effectiveness by decreasing organizational complexity.

The thesis from Morieux and Tollman is that the ideal solution is not in building ever increasingly complex organizational charts, committees, processes, KPIs, metrics, etc, but rather to simplify in the 6 following manners:

1. Understand what others do. What is their real work? Look beyond the boxes and the job descriptions to understand the real content of what people do.
2. Reinforce Integrators. Remove layers, as with too many layers, people are too far removed from the action. Less rules to increase discretionary power to integrators.
3. Increase the total quantity of power.
4. Increase the shadow of the future. Create feedback loops that provide the impact of future outcomes to present day decisions. Create feedback loops that expose people to the consequences of their actions.
5. Increase reciprocity. Remove buffers that make us self-sufficient. I hold you by the nose and you hold me by the ear. Remove the 2nd TV at work. Excess resources only create dysfunctional self-sufficiency.
6. Reward those who cooperate. Blame those who do not cooperate. "Blaming is not for failure, it is in failing to help or to ask for help," (Lego CEO, Jorgen Vig Knodstorp)

My personal favorite is on the creation of feedback loops that expose people to the consequences of their actions. Early in my career, I was leading an R&D pharmaceutical process development laboratory that was co-located with commercial manufacturing. The director of the R&D organization gave each of his R&D scientists post-launch responsibilities for the processes that they had developed. As a consequence of this co-location and the reinforcement created by this feedback loop, the R&D design teams developed very pragmatic, rugged and reliable manufacturing processes.

This book is destined to become a classic.
18 von 19 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen A Complex Read on the Simplicity in the Workplace 24. Juli 2014
Von Jaime Andrews - Veröffentlicht auf Amazon.com
Format: Gebundene Ausgabe
If you're in a management position and have ever wondered why the typical "soft" and "hard" approaches have not worked with your employees, it's because they're obsolete. At least that's what Yves Morieux and Peter Tollman say in Six Simple Rules. They say we can "no longer use traditional tools if we want to improve productivity and pursue innovation."

The world of business today is ever-changing, so it makes sense that traditional management methods would need to catch up with the times. For Morieux and Tollman, this means managing the growing complexity of the workplace without making things more complicated in the process. They call this the "Smart Simplicity" approach.

"Six Simple Rules" is really a combination management guide and social science study. Rather than simply stating six rules to follow, the book aims to dig deeper, uncovering why these methods work. No matter what kind of job you have, you've probably experienced frustration with being pulled in too many different directions and being loaded down with "busy-work" that keeps you from actually getting anything done. That's how "complex" turns into "complicated" and that's what they want to help you avoid. And if you are not about to dive into an academic, yet cogent, text to learn about this like Complex Organizations: A Critical Essay, then "Six Simple Rules" is the book to get.

While all of the rules are useful, I found "Understand What Others Do" and "Increase Total Quantity of Power" to be especially interesting. If you're looking for new methods to employ in the workplace, or if you're interested in learning how people work the way they do, this is a great book. There is also a great Six Simple Rules TED Talk on YouTube that will definitely hook you if you're undecided about reading the book.
44 von 55 Kunden fanden die folgende Rezension hilfreich
2.0 von 5 Sternen Just another management book 28. April 2014
Von lsanza - Veröffentlicht auf Amazon.com
Format: Kindle Edition Verifizierter Kauf
After seeing this TED Talk ([...]), I though that this book could contain an innovative approach compared to all the other management books out there.

But the whole book is just about adding consulting gibberish to the 6 rules mentioned in the video. Just another spin to well known concepts (empower your people, keep organizations flat, remove complexities when possible, etc.) and nothing really new, so just watch the video and save some time and money.
8 von 9 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen How organizations can create more value with better management of complexity by abandoning both hard and soft approaches 13. Mai 2014
Von Robert Morris - Veröffentlicht auf Amazon.com
Format: Gebundene Ausgabe
I agree with Yves Morieux and Peter Tollman: "Underlying the management of today's organizations is a set of beliefs and practices - the hard and soft approaches - that, given the new complexity of business, have become obsolete." Worse yet, these approaches have become self-defeating. Briefly, the hard approach "rests on two fundamental assumptions. The first is the belief that structures, processes, and systems have a direct and predictable effect on performance, and as long as managers pick the right one, they will get the performance they want...The second assumption is that the human factor is the weakest and least reliable link of the organization and that it is essential to control people's behavior through the proliferation of rules to specify their actions and through financial incentives linked to carefully designed metric s and key performance indicators (KPIs) to motivate them to perform in the way the organization wants them to.

As for the soft approach, it views an organization as "a set of interpersonal relationships and the sentiments that govern them. Good performance is the by-product of good interpersonal relationships. What people do is predetermined by personal traits, so-called psychological needs and mind-sets. In other words, to change behavior at work, change the mind-set (or change the people)."

What do Morieux and Tollman suggest? They wrote this book to explain how and why organizations can create more value with better management of complexity by abandoning both hard and soft approaches. What then? They propose what they characterize as "smart simplicity," both a mind-set and a methodology based on six simple rules that can create situations in which "each person's autonomy -- in using judgment energy -- is made more effective by the rest of the group, and by which people put their autonomy in the service of the group. Morieux and Tollman duly acknowledge that these rules are easy to identify but can be immensely difficult to follow with precision, cohesion, and efficiency.

As I read the Introduction and thought about the rules, I was again reminded of several great teams that include the Disney animators who created classics such as Pinocchio and Bambi, the scientists involved in the Manhattan Project, and the engineers who collaborated on aircraft design at Lockheed's "Skunk Works." Morieux and Tollman could well have had teams such as these in mind when observing that the first three rules "use the group effect to give people's autonomy an advantage in best using their energy and judgment, while the last three rules impel people to put their autonomy in the best service of the group." Following these rules can indeed help those in almost any organization (whatever its size and nature may be) to manage complexity effectively with a combination of autonomy and cooperation at all levels and in all areas of the given enterprise. It should be noted that the six rules have a scientific basis, as Morieux and Tollman also explain in the Introduction.

These are among the dozens of business subjects and issues of special interest and value to me, also listed to indicate the scope of their coverage.

o Smart Simplicity (Pages 16-20)
o Look for Anomalies (36-38)
o How the Hard Approach Gets in the Way of Understanding Performance (42-46)
o How the Soft Approach Gets in the Way of Understanding Performance (46-49)
o How Integrators Are Different, and, Creating Integrators in Existing Work Roles (57-62)
o Transforming Managers into Integrators (72-83)
o What Power Is -- and What It Isn't (86-89)
o The Manager's Role in Increasing Power: Creating New Stakes (91-92)
o Harnessing Power to Face Complexity (100-106)
o Three Misconceptions about Roles and Objectives (112-114)
o Setting Rich Objectives: Framing Roles for Overall Results (117-122)
o Three Reinforcing Mechanisms (122-133)
o Greater Accountability, Less Complicatedness (133-134)
o Strategic Alignment: A Trap of Complicatedness (137-142)
o Four Ways to Extend the Shadow of the Future (142-148)
o Make Those Who Don't Cooperate Bear the Cost (168-170)
o Institutionalize the Six Rules: A Three-Step Process (182-189)

In the Conclusion, Yves Morieux and Peter Tollman provide and explain a three-step process by which to "move away from the reliance on the hard and soft approaches and toward the use of the six simple rules. Use it when you consider engaging in organization redesign, restructuring, operating model redefinition, cultural transformation, productivity improvement, or cost reduction programs." The details of the process are best revealed within the narrative, in context, but I am comfortable sharing one observation, that all of the recommendations and words of caution as well as the rules themselves are simple to understand. Simplicity is imperative to the ultimate success of any organizational initiative such as those just mentioned, especially given the velocity and extent of complexity that increase each day.

I urge those who share my high regard for this book to check out another: Enterprise Architecture As Strategy: Creating a Foundation for Business Execution, co-authored by Jeanne W. Ross, Peter Weill, and David C. Robertson and published by Harvard Business Review Press.
1 von 1 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Fantastic book offering practical advice on thriving in a complex business world 9. Juni 2014
Von Gilles Carlier - Veröffentlicht auf Amazon.com
Format: Gebundene Ausgabe
This is a brilliant book.
I am convinced that the 6 rules provide the keys to foster cooperation and autonomy in today's organizations where complicatedness and disengagement is rampant.
Machine-approach is replaced by human dynamics. Organization is replaced by organizing.
The ideas exposed are very mature, based on experience. Nothing to add, nothing to take out.
Congratulation to the authors.
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