Review of Less Is More: How Great Companies Use Productivity (Hardcover)

Perhaps because of, or even in spite of, positive reviews aplenty from other Amazon reviewers, I found this book disappointing and confusing. A comment in the Introduction caught my attention. Jennings writes "we were eager to avoid Tom Peters' embarrassment when a number of excellent companies sagged badly soon after publication..." Quick Google searches on three (there were more companies; I just did three) Jennings-commended companies (The Warehouse, Ryanair, and Nucor) read more like embarrassments as well.

To be specific:

The June 4, 2003 New Zealand Herald reported that "The Warehouse founder Stephen Tindall has stepped back into the company's day-to-day operations, leading a scheme dubbed Project Urgency to fix its Australian problems. ... Tindall is leading Project Urgency. Its aim, as the name suggests, is to give the Australian operation a rapid makeover."

At the same time, Ryanair had its own problems. Per the web report: "Europe's fast-growing low-fare airline, dropped as much as 14.7 percent Tuesday after the low-fare airline said it expects lower fares and yields this year will pressure its profit margin." The book may provide an explanation: Jennings lauds attention to customer service and satisfaction and chastises those who fail to respond to customers. As Jennings ironically notes: "Other than cheap airfares, customer service at Ryanair is nonexistent." Queried by Times of London reporter as to the paper receiving "more complaints concerning Ryanair's customer service than any other airline," Ryanair's CEO response: "We don't screw them every time we fly them." Nice attitude.

A third featured company, Nucor, also turned south about the time Jennings went to press: Nucor's stock price dropped by half between mid 2002 and early 2003.

There is more I found unsettling: Jennings repeats canards about "eggs and ham" (the chicken's involvement and the pig's commitment), about showing prospects a heavenly version of product yet delivering hell, and about decentralizing fireworks production (avoiding one big explosion). He mimics Jim Collins's "Get the right people on the bus." He follows Peter Drucker's ideas to produce the anagram, WTGBRFDT ("What's the good business reason for doing this?"). And Edwards Deming must be spinning in his grave when he reads Jennings: "The objective is to perform the task with zero variation." (p.129)

The all-too-flattering biographies and profiles remind me of Fast Company or Inc. pieces. The book concludes with a self-congratulatory chapter recommending of Jennings' previous work, an epilogue featuring Jennings' personal trainer, and a lengthy section of acknowledgements that consists of name dropping more than links to research help. He commends his research team of recent graduates of Stanford, Princeton, and Berkeley yet he offers no systematic research, data, tables, graphs, analyses or standards. Jennings has a lot of ideas and inspiration, but little is substantiated. And, in another twist, the book is about more (productivity, profits, revenue per employee), not less. The final product is a watered down amalgam of "In search of excellence" and several other popular business authors and books.



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