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In Search of Excellence: Lessons from America's Best-Run Companies |  |
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In Search of Excellence: Lessons from America's Best-Run Companies | |
“One of those rare books on management that are both consistently thought-provoking and fun to read.” (Wall Street Journal)
作者简介Thomas J. Peters, "uber-guru of business" (Fortune and The Economist), is the author of many international bestsellers, including A Passion for Excellence and Thriving on Chaos. Peters, "the father of the post-modern corporation" (Los Angeles Times), is the chairman of Tom Peters Company and lives in Vermont.
网友对In Search of Excellence: Lessons from America's Best-Run Companies的评论
书是外文原版的，04年出版，旧一点可以理解，但是书的封面严重破损，这样的书joyo竟然还能卖给客户，真是没话说了。。。。。。
同时买的另一本书也是旧的，突然感觉joyo是个二手书店！！！
今天拿到这本书，书的内容还没看，还无从评论，不过正如前面读者所评论的，因为是外文原版，又是04年出版的，旧点是可以理解的，就是封面有轻微的磨损，当然我主要是冲着内容来的，所以对于阅读是不受影响的，写这条评论是希望卓越能提升服务，不断改进，实现共赢吧！其实，之前一直在卓越买书，总体来说购书经历还是很愉快的，希望贵公司不断提升，谢谢，不管怎么样，总体还是支持吧！
急需此书，何时到货？
Tom Peters is one of the most influential business writers of the last 20 years, and this was his initial work. Published in the early 1980's, the book explored new management methods - revolving around employee empowerment, fostering innovation and decentralized control. Exploring dozens of leading companies, Peters identifies 8 basic principles to "Stay on Top of the Heap":
* Bias to action
* Stay close to the customer
* Promote autonomy and entrepreneurship
* Productivity through people
* Executives need to be hands-on and values driven
* Focus on the business the company knows best
* Keep a simple form and few layers of management
* Foster tight adherence to values and high tolerance for employees accepting the values
These 8 principles are tough to argue - yet the majority of the companies Peters profiled in the book subsequently failed or went through extremely tumultuous times (IBM, TI, Delta Airlines, Dow, Exxon, Dana, Blue Bell, DEC, Amdhal, NCR, Wang and Xerox to name a few). Perhaps they didn't stick to their knitting - or perhaps there are other factors besides the 8. The bottom line is that the book is now nearly 30 years old, and much has changed in that time. Peters has newer books that are more on point for this century. This is a good foundational read, and an exceptional author. It is just 25 years past a 5 star review.
For any who delights and is confounded by the structure and functions (or lack of) of large organizations this book is a delightful read, the first two thirds of it anyway. The authors have done extensive research to come up with their eight points that according to them are indicative of an organization's long term success and health (some of them sound repetitive and start to tire toward the end).
It is interesting to note that many of the great companies of the time of the first publication for this book in the mid eighties - HP, IBM, Digital, TI, etc - are either struggling to remain relevant or are not to be found anywhere anymore. This is not to say that the recommendations in the book are not meaningful but it does point out the complexity and the unpredictability of the world in which organizations operate. It does, however, is indicative of the book's failure at noting and addressing the requisites for sustaining a culture of excellence through the market demands, changing leadership, large expanse of time, and disappearing founders, which often leads to value corrosion - the root of all cultural sickness.
One of the most critical aspects of good leadership is the passing of the baton, developing other leaders who can take the torch forward while deeply understanding and upholding the values on which an organization succeeds. Both HP and IBM have severely suffered since the loss of their founding fathers. In spite of having good leaders come and go they no longer carry the glean with which they once used to shine.
One other area where I found this work lacking was that it never touched upon in detail on what it considers as "excellence". One could construe from the writings that to the authors excellence is about a work culture where people naturally feel empowered and motivated, organization's output is innovative and ever fresh, and financial results are strong. To me these are results of excellence but not excellence itself.
I have often asked myself about excellence, it's presence and its absence, and how do we know when we are in presence of excellence and how to tell when we are witness to sloppiness. Excellence shines of its own accord. It is hard to put a definition around excellence. It is almost a spiritual quality, which is hard to confine in a definition but easier to express in what it is not or how it expresses itself. To me excellence is beauty, it is the bringer of delight, desirable yet unexpected, it exudes a pride of craftsmanship, it is skill in action, it is the WoW! factor, it makes the ordinary seem extraordinary, it is love, passion, pride, quality, and competence manifested. Excellence above all is an expression of genuine care.
it was a really well written and informative book. i enjoyed it, especially now. A lot of the ideas that GE under both Jones & Welch used were exactly the same as the founders of the United States Constitution put in the Articles. John Adams, Thomas Jefferson, JFK and Trump are very close together on how to market their ideas. The book explained GE's process set by step. Have big over all ideas, and allow the change to set the actions. Every action only last until a change, then it must be replaced or restructured. If all our lawmakers understood this we wouldn't have 2,000 pages of how to do something thar changes in 12 months due to improvements or complete new products and services.
Based on researches done by the authors (Peters and Waterman), this book discusses eight basics or themes that had proved, as per the authors, prevalent amongst `excellent' companies more than 30 years ago; namely- A bias for action, Close to the customer, Autonomy and entrepreneurship, Productivity through people, Hands-on value-driven, Stick to the knitting, Simple form lean staff, and Simultaneous loose-tight properties.
Although these eight basics are recommended to nurture excellence in any company, I am still in doubt whether they are timeless and sufficient. After reading the book, the first question that comes to one's mind is that whether these `excellent' companies are still so? If not, which was the real case with some of the mentioned companies, was it because of weaknesses in the 8 basics, or due to `invisible' rules or basics that were not addressed by the authors in the book?
The reader should avoid the trap of comparing her company to any of the companies mentioned in the book, instead, she should benchmark against the 8 basics per se. Companies change while basics do not if prove successful.
Regardless of whether the performance of these `excellent' companies are maintained throughout the years or have deteriorated, I believe this book is a must read for any executive or business leader as it still delineates some of the best business behaviors to survive global challenges existing over ages.
Wish I'd read this in high school. A book of mentoring for those who don't have the types of mentors to help them achieve their greatest potential. If one happens to have Jack Welch or Warren Buffet, Zig Ziglar, Oz Guiness or Bill Gates as a mentor, then you probably don't need this book. If not, you probably should get it. I mean, seriously, a $10 investment for hundreds of years of billion-dollar life coaching!
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