基本信息·出版社：Harvard Business School Press ·页码：278 页 ·出版日期：2000年08月 ·ISBN：0875849504 ·条形码：9780875849508 ·版本：第1版 ...
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More Than a Motorcycle: The Leadership Journey at Harley-Davidson |
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More Than a Motorcycle: The Leadership Journey at Harley-Davidson |
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基本信息·出版社：Harvard Business School Press
·页码：278 页
·出版日期：2000年08月
·ISBN：0875849504
·条形码：9780875849508
·版本：第1版
·装帧：精装
·开本：16开 Pages Per Sheet
内容简介 In the late 1980s, Harley-Davidson beat back an assault by Japanese competitors and engineered a remarkable financial turnaround. But it subsequently faced an even more formidable challenge: maintaining and improving on its success in the absence of an external crisis. To answer this challenge, then-CEO Rich Teerlink, partnering with organizational consultant Lee Ozley, threw out the top-down strategies that had just saved the company and began building a different Harley-one that would be driven not by top management, but by employees at every level. What happened next is the stuff of turnaround legend.
More Than a Motorcycle is the story behind the story of the purposeful transformation of an American icon, as told by the two individuals most deeply involved in that decade-long process. The book chronicles the victories and setbacks along Harley's difficult journey from a traditional "command-and-control" culture to an open, participative learning environment.
Teerlink and Ozley deliver three fundamental messages: people are a company's only sustainable competitive advantage; there is no "quick fix" to effect lasting, beneficial organizational change; and leadership is not a person, but a process to which everyone must contribute. They provide practical, reality-tested prescriptions for critical tasks like developing employee alignment, building structures that support participation, and implementing effective reward programs. Finally, they draw lessons from the Harley experience-lessons about values, trust, and community-that apply broadly to any business.
An against-the-odds story of a business road less traveled, this book encourages today's leaders to look around the next bend-and to give every employee a view of the road from the driver's seat.
作者简介 Rich Teerlink is the retired Chairman and CEO of Harley-Davidson, Inc., and speaks internationally to corporate and educational institutions.
Lee Ozley is an organizational consultant and coach. Both are Corporate Fellows at Auburn University's Graduate School of Business.
媒体推荐 书评
While the business press was celebrating Harley-Davidson's remarkable financial turnaround in the late 1980s, the company's leader, Rich Teerlink, was deeply concerned. He knew that the storied motorcycle maker-flush from having beaten back an assault by skilled and determined Japanese competitors-now faced a new and even more formidable challenge: maintaining and improving upon its success in the absence of an external crisis. Partnering with longtime organizational consultant Lee Ozley, Teerlink did something extraordinary: he moved beyond the top-down strategies that had just saved the company from extinction and began building a different Harley. The new Harley would be driven not by its top executives, but by its employees at every level. What happened over the next twelve years is the stuff of turnaround legend.
目录 Chronology of Events
Acknowledgments
Authors' Note
Introduction 1
The Prelude 5
Getting Under Way 19
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文摘 EXCERPT
Chapter One
The Prelude
In 1965, sixty-two years after its founding in Milwaukee by William Harley and the three Davidson brothers—Walter, William, and Arthur—the last surviving solely domestic motorcycle manufacturer in the United States found itself in deep trouble. Under increasing pressure from foreign competitors, including several recent Japanese entries into the industry, the company needed cash for modernization and diversification. As a result, the company went public, and over the next three years, more than 1.3 million Harley shares were sold.
But public ownership had its perils. By late 1968, it was becoming clear that at least one company—Bangor Punta, a well-known "bottom feeder" with roots in the railroad industry—had hostile designs on Harley. Bangor Punta had a history of wringing cash out of its acquisitions and then scrapping the remains. This possible fate had little appeal to the founding families, who were still closely involved in the affairs of the company.
Acquired!
* * *
A possible solution to Harley's woes would be acquisition by a larger company, preferably one with deep pockets, manufacturing skills, and a compatible corporate philosophy. One potential white knight was American Machine and Foundry (AMF), headquartered in White Plains, New York. Until recently, AMF had been a fairly staid conglomerate, with most of its assets engaged in the manufacture of industrial products, such as tobacco processing and baking equipment. But, in an effort todiversify its portfolio, AMF in the 1960s had begun venturing into the "leisure products" industry. Its first move in this direction—an investment in automatic pin-setting equipment—had quickly become its primary generator of cash. AMF then went on to buy other leisure products producers, including companies that made golf clubs, tennis rackets, skis, and yachts.
In 1969 AMF acquired Harley. AMF got its de
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