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Freedom, Inc.: Free Your Employees and Let Them Lead Your Business to Higher Pro |
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Freedom, Inc.: Free Your Employees and Let Them Lead Your Business to Higher Pro |
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基本信息·出版社：Crown Business
·页码：336 页
·出版日期：2009年10月
·ISBN：0307409384
·International Standard Book Number：0307409384
·条形码：9780307409386
·EAN：9780307409386
·装帧：精装
·正文语种：英语
·外文书名：给员工自由: 引导企业更大生产力,更高利润,更快发展
内容简介 Free to succeed . . .Whether in troubled economic times or during years of prosperity, there is a proven way for companies to boost productivity, profits, and growth. Remarkably, it costs nothing––whether cost is measured in terms of monetary resources or time– –and is simply based on the belief that, if only people can be free to act in the best interests of their company, the results will be tremendous. Freedom, Inc.
presents the evidence that this is not the Pollyannaish wish of a few dreamers, but a reality built by bottom-line-focused leaders. . . . The culture of freedom works–and
Freedom, Inc. reveals the secrets of a successful business paradigm based on a trusting, nonhierarchical, liberated environment.
The visionary leaders profiled here performed near-miracles in driving their companies to unheard-of levels of success, often from unlikely or disheartening beginnings. Businesses as diverse as insurance company USAA, winemaker Sea Smoke Cellars, Gore & Associates, advertising agency The Richardson Group, Harley-Davidson, and Sun Hydraulics have had the insight and courage to challenge long-held management beliefs about human nature and employees–and radically depart from the traditional command-and-control structures, rules, and policies. By freeing up the individual initiative and risk-taking instincts of every employee, these companies showed they could dramatically outperform their rivals in an array of fiercely competitive industries.
By listening to employees instead of telling them what to do, by treating them as equals and not limiting information through a trickle-down hierarchy, and by encouraging a culture in which employees have commitments (something chosen) as opposed to jobs (something imposed), these companies liberated their workers to fulfill their own individual potential, which has led to more productive, loyal, and engaged workers, as well as significant measurable profits and growth.
作者简介 BRIAN M. CARNEY is a London-based member of the editorial board of the
Wall Street Journal and the editorial page editor of the
Wall Street Journal Europe. In 2009 he won the prestigious Gerald Loeb Award for Commentary, and in 2003 he won the Bastiat Prize for Journalism for his writings on business and economic affairs. After majoring in philosophy at Yale, he earned a master’s degree in philosophy from Boston University and worked at the Innovations in American Government program at Harvard University before joining the
Wall Street Journal in 2000.
ISAAC GETZ is a professor at the top-ranked ESCP Europe Business School and holds Ph.D.s in psychology and management. He has been a visiting professor at Cornell, Stanford, and the University of Massachusetts. Dr. Getz conducts and publishes research on innovation, leadership, and corporate transformation for excellence and growth and speaks on these topics. His work has been featured in the
Wall Street Journal, Financial Times, and many other media.
媒体推荐 "Brian Carney and Isaac Getz have used their powerful concept of freedom to serve as a crucial foundation for their imaginatively framed ideas in the broader area of commerce. A most interesting and original work."
––James MacGregor Burns, author of the Pulitzer Prize and National Book Award winning
Roosevelt: The Soldier of Freedom, 1940—1945"Human energy and creativity are key to any successful enterprise–yet most organization theories unwittingly suppress the power of employees. With dozens of vivid stories,
Freedom, Inc. shows how successful firms tap into the human spirit, building a culture of accomplishment and human fulfillment. A must-read for every manager and entrepreneur."
––Philip K. Howard, author of
Life Without Lawyers and
The Death of Common Sense"I've never thought that any of the things I've done were radical. They just seemed natural. . . . My total focus is on our work. . . . What can I do to keep making the work better and better and better and better."
––Stan Richards, founder and head of The Richards Group
"If the [work] environment is right, then we do the product right and we make a ton of money and have a blast. . . . In this culture there is zero tension and there is absolute trust."
––Bob Davids, founder of Sea Smoke Cellars
"I had to make the jobs more meaningful. . . . If you enrich the jobs you enrich the people."
––Robert McDermott, former CEO of USAA
专业书评 From Publishers WeeklyThe key to a successful business is affording your employees more breathing room, claim journalist Carney and management professor Getz. Using examples of worker-centric companies countrywide, they make the case that the more freedom employees are given, the more rewards the company will reap. Starting with the history of workplaces—Thomas Jefferson's theories figure prominently—and a plethora of stories of such successful companies as FAVI, USAA, Vertex and Harley, the authors concentrate heavily on the importance of running a why company—making sure employees know why they're doing what they're doing—rather than a how company, in which employers instruct their employees on how to do their jobs. Much space is given to the art of listening to employees, building an environment that allows them to grow and self-direct, breaking away from hierarchical and bureaucratic corporate structure, treating workers as equals and motivating them to self-motivation. Worthy prescriptions all, but without the backing of wide-reaching data or larger vision, repetition replaces argument—and the whole suffers.
(Oct.) Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.
文摘 1
"HOW" COMPANIES AND "WHY" COMPANIES
How Not to Run a Business
Even If You don't know what Gore-Tex is, you know what it does: It keeps you dry--guaranteed. As a brand, Gore-Tex has been so successful that it sometimes seems in danger of disappearing, of becoming a generic term like "Band-Aid." Since it was invented in 1971, Gore-Tex has given rise to a number of competing products. Some of those boast properties said to be superior to the original. But if you walk into a store and want to know whether a ski jacket is waterproof, the question you'll probably ask is "Is it Gore-Tex?"
It's the kind of brand dominance--over both market share and "mind share"--that marketers dream of, or lose sleep over. The story of how it came to be, and came to symbolize an entire market category, is the story of two radical ideas.
Bill and Genevieve Gore's first idea was that there were market opportunities for a chemical called polytetrafluorethylene--PTFE for short--that DuPont wasn't pursuing.
Today, PTFE is best known as Teflon, that magical polymer that keeps our pans from sticking and our pipes from leaking, among a myriad of other far-flung uses. It is supposedly so slippery that it is the only known substance to which a gecko's feet will not stick. But in 1938, it was an experiment gone wrong for Roy Plunkett, who worked at DuPont. Plunkett was trying to develop a refrigerant for car air conditioners when one of his canisters of gas seized up solid. He cut it open and found that the tetrafluorethylene inside had "polymerized"--that is, turned to a kind of plastic, white and slippery. Three years later, DuPont received a patent on the stuff, but then contented itself with selling it as a raw material to those who wanted to incorporate it into their products. It would be another thirteen years before a Frenchman, Marc Gregoire, stuck it to a pan so that nothing else would.
Bill Gore had other plans for PTFE. He thought it would
……
