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How: Why How We Do Anything Means Everything...in Business (and in Life) |  |
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How: Why How We Do Anything Means Everything...in Business (and in Life) | |
Divided into four comprehensive parts, this insightful guide: Exposes the forces and factors that have fundamentally changed the world in which business operates, placing a new focus on the hows with which we conduct ourselves Provides frameworks to help you understand these hows and implement them in powerful and productive ways Helps you channel your actions and decisions to thrive uniquely within today’s new business realities Sheds light on the systems of how—the dynamics between people that shape organizational culture—and introduces a bold new vision for winning through self–governance
The qualities that many once thought of as "soft"—trust, integrity, values, and reputation—are now the hard currency of business success and the ultimate drivers of efficiency, productivity, and profitability. With in–depth insights and practical advice, HOW will help you bring excellence and significance to your business endeavors—and your life—and refocus your efforts in powerful new ways. If you want to stand out, to thrive in our fast changing, hyperconnected, and hypertransparent world, open this book and discover HOW.
Dov Seidman’s professional career has focused on how companies and their people can operate in both a principled and profitable way. He is the Founder, Chairman, and CEO of LRN. Leading companies such as Disney, Dow Chemical, eBay, Johnson & Johnson, Procter & Gamble, Raytheon, and 3M turn to LRN to help management govern more effectively and workers do the right things the right way, even in the most challenging of situations. Dov is a Harvard Law School graduate who also earned a bachelor’s and master’s degree in philosophy from UCLA, and a BA with honors in philosophy, politics, and economics from Oxford University. For more on this book, visit www.HowsMatter.com.
作者简介 Dov Seidman′s professional career has focused on how companies and their people can operate in both a principled and profitable way. He is the Founder, Chairman, and CEO of LRN. Leading companies such as Disney, Dow Chemical, eBay, Johnson & Johnson, Procter & Gamble, Raytheon, and 3M turn to LRN to help management govern more effectively and workers do the right things the right way, even in the most challenging of situations. Dov is a Harvard Law School graduate who also earned a bachelor′s and master′s degree in philosophy from UCLA, and a BA with honors in philosophy, politics, and economics from Oxford University.
编辑推荐 From Publishers Weekly
Although the tone of this business primer suggests a commercial version of St. Paul's epiphany on the road to Damascus, consulting firm CEO Seidman hems so closely to the familiar earmarks of the genre-powerpoint diagrams, catchy acronyms, buzzwords and inspirational stories of successful, sane corporate culture-as to engender cynicism early on. Among some compelling accounts of exemplary work environments-the General Electric Durham aircraft engine assembly plant, where nearly flawless products are turned out on flexible schedules and the honor system is arranged by self-governed aircraft technicians, represents one such utopia-Seidman fails to explore the roots of those practices or why they aren't more widely imitated (GE hasn't attempted to reproduced the Durham plant model). As such, Seidman falls short of his goal-teaching leaders how to imbue their corporate culture with moral purpose-which is sure to leave readers frustrated.
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.
Review
From the New York Times, Tom Friedman
"His book is simply called ''How.'' Because Seidman's simple thesis is that in this transparent world ''how'' you live your life and ''how'' you conduct your business matters more than ever, because so many people can now see into what you do and tell so many other people about it on their own without any editor. To win now, he argues, you have to turn these new conditions to your advantage.
Today ''what'' you make is quickly copied and sold by everyone. But ''how'' you engage your customers, ''how'' you keep your promises and ''how'' you collaborate with partners -- that's not so easy to copy, and that is where companies can now really differentiate themselves."
From the Miami Herald
Behaving as if everyone is armed with your personal information is a very good idea, according to author Seidman, because they are. Databases and websites track individuals' and institutions' transactions, words, accomplishments and crimes. Something you say or do will come back to haunt you or help you. And this new openness also acts as a catalyst for what author Thomas Freidman called ''flatness'' -- the reduction and elimination of most of the old, insurmountable hierarchies of business and information. According to Seidman in his latest book, people and companies that are able to leverage this freedom will benefit. The ability to honestly interact can be a powerful catalyst.
He writes: ``A new model emerges: connect and collaborate. To succeed in this new model, workers and companies alike need to develop new skills and harness new powers within themselves. Companies -- and the people who comprise them -- need to recontextualize how they do business. Individuals must develop new approaches to the sphere of human relations. Both companies and employees must learn to share in whole new ways. Success depends on how people of diverse backgrounds and skills communicate with and complement one another. In a connected world, power shifts to those best able to connect.''
He also discusses the ethical and moral implications of all this openness. Seidman is an experienced and worldly observer, so he is not unrealistic about the baser instincts that motivate many of us. Nonetheless he also presents a hopeful and positive future where lying and obfuscation are less possible and ultimately unacceptable because there are fewer places to hide." --BY RICHARD PACHTER, Miami Herald
From the New Zealand Herald
"In his superb book on corporate behaviour, How: Why HOW We Do Anything Means Everything ... in Business (and in Life), Dov Seidman tells the story…Above all, business reputation is of paramount significance. Reputation which may take decades to earn, but can be lost in very short order. As Seidman notes, word of mouth now crosses continents." -- BY STEPHEN LOOSLEY, a former federal president of the Labor Party and Australian senator, chairs business advocacy group Committee for Sydney.
Jim Pawlak, Syndicated Columnist
Mr.Seidman advocates constructing a firm’s "hows" around what it should do, rather than around what it can do. The reason: "Should do" behavior is values-driven. Such behavior energizes employees, supports innovation and creates a knowledge-sharing culture. Employees own their jobs and are self-governing because owners take responsibility. Job owners lead, too. They go above and beyond because they enjoy what they do and have great latitude in how they do it.
Companies with a should-do culture can outperform those with a can-do culture because they value intellectual capital, not just human capital, and forward-think about the impact of "What’s next".
Should-do cultures also set the platinum standard for dealing with internal and external customers. Their trusting nature enables collaboration. By working together, they see the organizational picture and make better decisions quicker. When you make better, quicker decisions, the odds of keeping external customers happy increase – so does the ability to turn prospects into customers. Jim Pawlak, syndicated columnist
