Showing posts with label Management and management techniques. Show all posts
Showing posts with label Management and management techniques. Show all posts

3/19/2010

Review of Goldilocks on Management: 27 Revisionist Fairy Tales for Serious Managers (Hardcover)

When I read the reviews for this book, I wonder if we are all talking about the same book.All the praise sounds like paid endorsements from friends of the authors.

Getting the idea that I didn't like this book?Not at all.Actually I loved it.It was fun to read& quick.

But, that's all it was -- animated & entertaining.

Goldilocks is purely ephemeral with management insights added inorder to convince you that what you're reading has substance.Theso-called 'business principles' are nothing more than short, shallowblurbs.

Here's how the book is arranged.There are 27 different fairytales.There are two I'm not familiar with.Ever hear of the "BremenTown Musicians?"Or "The Old Woman & Her Pig?"

Eachtales is modernized and reflects a business theme.For example, The ThreeBears operate a budget motel deep in the forest and Chicken Little readsthe Wall Street Journal because she follows the prices on corncommodities.

The story follows with details concerning a business issuesuch as:

=> marketing => team building => sales => cash flow=> hiring employees => customer service

A shaded box follows called* Basic Lesson *.Sometimes there's more:

=> how the tale applies toserious managers => a real-life story => a conclusion, called the'bottom line'

What I found is that most of the time the 'lesson' wasn'twhat I thought it was.It might be me, but I think the tale's outcomesaren't clear.

Let's talk 'Sleeping Beauty'.You all know the basicstory.In the Mayer's version Beauty's parents are wealthy beyondimagination.Think Bill Gates.She has everything she could want --wealth, beauty, intelligence.

The curse put on her by the uninvited guestis:"Nothing worldly will ever satisfy you.All this wealth is goingto bore you, enervate you, exhaust you.It will all seem so tawdry andmeaningless that you won't be able to stay awake." (p.67)

TheMayer's lesson is that you shouldn't leave people out of your planningprocess because it results in poor outcomes.(read Wicked Witch)

My take,from the way the tale is written, is this: when you give someone all theyneed in worldly goods, when they have everything, then you remove allmotivation to excel at anything.They have nothing to strive for.

Or howabout the 'Ugly Duckling'?In this version the lesson is to nurture andtolerate your staff's innate skills & differences.

Yet the storymakes it clear that the swan (ugly duckling) was forced to leave the ducksbecause he didn't fit in with the corporate culture.The way he looksdoesn't adhere to the duck dress code & he trumpets when he shouldquack.

In most of these tales the conclusions don't support the storyexamples.

Who's right?I don't know.Maybe it doesn't matter.

Whatdoes matter is the authors came up with a neat gimmick then made the talesfit their pre-conceived business lesson.At least that's myconclusion.

If you come across this book when you're browsing thebookstore & you have time, read some of it.If you see it at thelibrary, check it out.Buy it only if you have extra money around &are looking for some business fluff to break up the day's work.



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3/18/2010

Review of Managing Knowledge Workers: Unleashing Innovation and Productivity (Hardcover)

This is a marvelously creative and innovative look at the management and motivational needs of Gen X and Gen Y knowledge workers.Dr. Amar proposes a surprising symbiotic management approach to encourage fullest potential outcomes while contributing to innovation.

The assessments presented are unique and thought-provoking.

This book inspired me to rethink and to modify my approach to teaching/learning at the graduate business school level.



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3/17/2010

Review of Relentless Growth: How Silicon Valley Innovation Strategies Can Work in Your Business (Hardcover)

As with his first book, Meyer artfully combines theory and practice in how to deal with success. This book applies well to any business aiming for high (35%+ per annum) growth and the tremendous strain this places onhaving a shared understanding of the company's goals, direction, andvalues.

Meyer presents many attributes of successful, aggressiveinformation-age companies and provides stimulating ideas about where andhow to steer an organization's culture. Maintaining a sense of urgency andchallenging things that brought about current success are hard to do, butthis book sheds some light on how to avoid complacency.

I find the book atad chauvinistic about Silicon Valley, but the area certainly has anenviable track record. I do think his ideas will work elsewhere. :)



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3/14/2010

Review of The Attention Economy : Understanding the New Currency of Business (Hardcover)

The war for eyeballs and attention can only grow fiercer over the next few years. In the Information Economy we all suffer from overload and the need to multitask through the day. Tom Davenport and John Beck makes the case that in the future we will need to `attention manage' as a metric. They ask whether `we are the first society with ADD' (attention deficit disorder), and they list symptoms of organizational ADD.

As mentioned in the editorial review the Attention Economy is littered with anecdotal pull-outs and "overheard" comments; as well as random factoids such as that the Sunday edition of the New York Times contains more written factual information than was available to reader in the 15th century. Though these factoids are intriguing they can be distracting as they are not always connected to the main body of material. But in some ways they exemplify the attention problem as you are often drawn to reading them.

The main body of the book is devoted to looking at tactics for companies to achieve and manage attention both on an internal basis and with their customers and partners. Softer issues such as personal time management are looked at in the context of the wider picture and have implications for both people and organizations. I found the book however to be missing a `model' or framework that companies could really use. Aside from having an in-depth awareness of the issue, I am unsure what I would do/have done differently after reading it.

The book is well written and engaging, and the authors present an excellent perspective on this most-precious resource.



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3/10/2010

Review of The Radical Edge: Stoke Your Business, Amp Your Life, and Change the World (Hardcover)

Steve Farber has done it again. The Radical Edge takes off where the Radical Leap left off and it does take off. Filled with practical and depthful advice, The Radical Edge is a promise fulfilled. Farber has a way of presenting powerful ideas in a simple and straight forward fashion that speaks directly to making positive business and life choices, and he does so with a level of humor that makes this book a great read. Not only is the parable that drives this book well-thought out, but Farber's execution is excellent. This book and the earlier one may be focused on the business audience, but they provide wonderful and insightful advice for anyone who believes that living a successful life has more to do with who we are and how well we relate to others rather than how much stuff we can accumulate. Farber has really nailed what it takes to live "the good life." Now all we have to do is amp it up.



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3/02/2010

Review of Think BIG and Kick Ass in Business and Life (Hardcover)

I picked this book up while browsing at a local Borders Books recently. I actually chuckled as I began turning pages and skimming through the table of contents and the first few pages.

Soon, I found myself sitting down - the book still in my hands. Next thing I know, I'm at the checkout paying for it. What happened??

Trump is an egotistical, self-serving man, no doubt. But let's be totally objective, as I was that day: good advice is good advice. And, most writers do not have the courage to dispense such advice in such raw terms as Trump does.

This book holds nothing back. Trump lays it all out on the table with blatant opinions, ideas and thoughts about those who've crossed him, helped him, etc. He tells you how you need to be (not just what you need to do - read that again!) to be successful. However - and this is the most important point of my review - there's truth to so much of what he says. It's helpful. You'll look at yourself differently. You'll gain insight, and you'll learn things about yourself that you did not previously know. You might even be vaulted to a new level based on what you read; I don't know - that depends on you, the reader, and your potential application of what Trump discusses.

I'm not a huge fan of Trump, the man, but I cannot argue with his success. Forget those who claim he was born into money; that may be true, but he continues to make headlines with regularity. His projects are everywhere; his stamp is clearly there in the real estate world.

If you like Trump, you'll love this book. If you don't care for him, and can put your personal feelings aside (he's never done anything to hurt me, so I was ok in that area!), you're in for a mind-altering , no-holds-barred, shot-in-the-arm volume of encouragement, confidence-building tenets.

This book made me want to run out of the bookstore and head right for my office to go to work (and it was Saturday afternoon). Highly Recommended!



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Review of Quantitative Analysis For Management (Hardcover)

The authors apply mathematical theories to build business models in very simple statements. In this way, we understand how to make decisions based on the models described in this book. The authors also reveal how to useMicrosoft Excel to solve business models. I think this is very crucialskill for the managers.



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2/27/2010

Review of Global Business Leadership (Hardcover)

I had thought that in our increasingly shrinking world American business leaders would have understood more about other cultures by now.Not so, as experience shows time and time again.Obviously, education about cultural differences, why they matter and how to navigate them should be required for everyone in business today.This book is just the way to start.It is a terrific primer for all those businesspeople trying to navigate our highly interdependent, complex and diverse global environment.Even if you only read the Bottom Line segments of each chapter, you'll come away knowing far more than your average businessperson today!



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2/12/2010

Review of 21st Century Corporate Board (Hardcover)

So you've been a director for 20 years and you think you've read it all.Think again.As he opens "21st Century Board," Ralph Ward sets the stage for adventure. "In editing a national magazine for the past six years, I've had a ringside seat for the wildest era of corporate governance change since the New Deal," Ward begins...and proceeds to bring the era to life in 350+ comprehensive pages.It's all here--the issues, the players, the research, the war stories, the trends--from Archer Daniels Midland to Westinghouse--in a tome so comprehensive that any reader is guaranteed to find something new (even this reviewer, who has spent nearly two decades covering the governance scene). But beyond information, this book offers unbiased, well-reasoned, and fair-minded opinions on the most important governance controversies of our day.Readers joining Ward will soon find that their companion is no mere ticket-holder, but a narrative ringmaster who can put even the "wildest" things in their proper place.



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2/02/2010

Review of Managing with Dual Strategies (Hardcover)

Derek Abell is an internationally recognized professor at the Swiss IMD business school. He has shown THOUGHT LEADERSHIP on strategy in books like Defining the Business (1980) and Strategic Market Planning (1979).

This book summarizes Abell's complete experience on strategic planning. And I promise you; he has a lot to offer!

This fall of 2004, a leading Danish business school still used this book as curricula for their MBA-level course on business development. I have many newer strategy books on my bookshelf, but I agree fully with their choice.

Abell's core idea is that TO SUSTAIN EXCELLENCE, COMPANIES NEED DUAL STRATEGIES - ONE FOR THE PRESENT AND ONE FOR THE FUTURE.

The distinction between a PRESENT ("today for today") and FUTURE ("today for tomorrow") orientation is not the usual short-term, long-term distinction - in which the short-term plan is simply a detailed operations and budgeting exercise made in the context of a hoped-for long-term market position. Present planning also requires strategy - a vision of how the firm has to operate now (given its competencies and target markets) and what the role of each key function will be. The long-term plan, by contrast, is built on a vision of the future - even more important, on a strategy for getting there.

Planning for today requires a clear, precise definition of the business - a delineation of target customer segments, customer functions, and the business approach to be taken; planning for tomorrow is concerned with how the business should be redefined for the future.

Planning for today focuses on shaping up the business to meet the needs of today's customers with excellence. It involves identifying factors that are critical to success and smothering them with attention; planning for tomorrow can entail reshaping the business to compete more effectively in the future.

Planning for today seeks to achieve compliance in the firm's functional activities with whatever definition of the business has been chosen; planning for tomorrow often involves bold moves away from existing ways of conducting the business.

Planning for today requires an organization that mirrors current business opportunities; planning for tomorrow may require reorganization for future challenges.

IN SHORT, PLANNING FOR TODAY IS ABOUT MANAGING CURRENT ACTIVITIES WITH EXCELLENCE; PLANNING FOR TOMORROW IS ABOUT MANAGING CHANGE.

I've read this book three times since it was published (okay, I may be somewhat slow). And each time, I add to my knowledge on working with strategy. Having worked very much with strategic management in practice over the last 15 years, I find it amazing that I cannot make more people read this book. But I won't give up. If you don't have time to read the full book, then consider reading Abell's article on the same subject in Sloan Management Review, spring 1999. However, the article doesn't include much on Abell's heavy toolbox presented in the book.

Peter Leerskov,
MSc in International Business (Marketing & Management) and Graduate Diploma in E-business



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12/26/2009

Review of The Interior Design Business Handbook: A Complete Guide to Profitability (Hardcover)

Clear, well written, with astute comments about the business side of this interesting profession.This lady knows what she is talking about, having been in this area of consulting for many years.You can tell her expertise easily by reading this book!A must for all interior designers.



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12/06/2009

Review of Intelligent Enterprise: A Knowledge and Service Based Paradigm for Industry (Hardcover)

Quinn's tome intellectually addresses the macro-economic trend of moving manufacturing, especially business-to-business durable goods, to a strategic enterprise model which instead of selling goods, will sell services that imbed the product that they manufacture.The intensity of Quinn's work is formidable! It has the same "feel" of a Peter Drucker work. ...which is a compliment to any author. This is not light reading....but it is worth every minute of effort



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11/23/2009

Review of The Six Month Fix: Adventures in Rescuing Failing Companies (Hardcover)

This is a great book on business turnarounds.It is eminently practical, humorous in spots and filled with interesting stories that highlight the advice being given.

The author offers 69 small chapters of advice.There's everything from what to do first on a turnaround... to how to get the best price selling your company.Nearly every page is heavily underlined in my book.

The topics that I particularly found valuable were: "Find the margin, cut all other costs"; "Specialize, do it where the margin lives, stop everything else"; "franchising is more about real estate than the business";his chapter on "make what sells" and the importance of low cost and his abundant advice on how to cut costs; his recommendations on increasing price on certain product types; setting your debt levels at the "10 year flood plain" for your company; demoting IT because it operates with its own agenda; stopping the CFO from gambling; cutting down on consultants and moving them over to more of a performance basis... well the topics go on, but you get the idea.

There's lots of advice.It's blunt and somewhat in your face.The text is easy to read and interesting too.There are lots of small stories that illustrate the points.

Overall I recommend this book most highly, not only for business turnarounds, but for any CEO or CEO wanna-bee.It would make a great book to take on business travel and read on the airplane.It's easy to read with the small chapters, and many topics.This is easily a 5 star book.

John Dunbar



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11/07/2009

Review of The Essentials of Risk Management (Hardcover)

This book provides an introduction to the field of risk management for readers who do not yet want to get deeply involved in the mathematical formalism that is typically used. The authors wrote the book so that it is "accessible to everyone", and they have done a fine job. Those readers who need a more quantitative treatment will have to consult another book or the vast research literature on the subject. Risk management, as they see it, is an attempt to estimate both the `expected' losses and the `unexpected' losses, and being able to differentiate between these two concepts goes to the core of the subject. Thus the book emphasizes the "intuition" behind risk management, and not the formalism. However, one must not conclude from this that "intuition" and "formalism" are distinct, and the belief that they are has resulted in a lot of confusion (and financial losses) in recent years. The authors clearly do not believe that they are, but have merely emphasized "intuition" from a pedagogical point of view.

The authors classify risk into eight categories, namely market, credit, liquidity, operational, legal and regulatory, business, strategic, and reputation risk. Financial risk, as they see it, is composed of two of these, namely market and credit risk. Their discussion of corporate risk management is very interesting, in that it begins with the observation first made almost forty years ago that the value of a firm is not altered solely by financial transactions. This is due to their assumption of the perfect market hypothesis, which effectively suppresses the ability of the firm to gain significant advantages over an individual investor. Therefore with this assumption a firm should not concern itself with risks outside of the ones that all other firms face. This is an interesting conclusion, particularly in the context of using hedging via derivatives, as it implies that it cannot compete with ordinary self-insurance, due to the presence of transaction costs. The authors discuss in fair detail why the perfect market assumption is faulty, and therefore why managing risk with hedging is a viable strategy.

The regulatory environment, particularly in the banking industry, has enormous ramifications for risk management, as the authors discuss in the book. This is due in part to the Basel Accords of 1988 and 1996, and Basel II which is due to be in place at the end of 2007. The Basel accords are essentially a standardization for capital reserves, defining a `assets-to-capital' multiple and a `risk-based capital' ratio. The authors review the 1988 Accord and discuss the elementary relationships involved, including the `Cooke ratio' and how to obtain the credit equivalent for the off-balance-sheet exposures. They also discuss the reasons for the 1996 amendment, which essentially were the result of the new trading activities that banks were indulging themselves in. It would have been interesting if the authors had included a (historical) discussion on the efficacy of the Basel Accords in suppressing banking failures. They do mention the fiasco with Barings Bank, claiming that its demise would have been adverted if it were prohibited from racking up huge exchange-traded futures positions. This is certainly true, but any regulation needs to be validated by historical data, to the extent that this is possible, and this requires of course tracking of the financial institutions that are under the umbrella of the regulation. In this regard though, the authors do view bank regulation as a `research lab' for risk management, implying that they are aware of the need for validation of any regulations that are actually put in place. It will be fascinating therefore to see the impact of the new Basel II accords when they become active, and indeed observe, if possible, any `regulatory arbitrage' that occurs. This also brings up the question of how to assess the quality of the risk management strategies of a particular financial institution. The authors spend a little time discussing this, with one of them referring to a method analogous to credit scoring.

No book on risk management could be complete without discussion of academic research on the topic, for the reason that much of this research has found practical application and has greatly influenced portfolio management and risk valuation. The authors review four theoretical models, namely modern portfolio theory, the capital asset pricing model, the Black-Scholes option-pricing model, and the Modigliani-Miller theory of corporate finance. Even though the discussions are very short, one has to admire the authors' ability to avoid complicated mathematics in discussing all of these theories without sacrificing clarity. The more mathematically-mature reader may perhaps be annoyed with the omission of mathematical formalism, but a natural question that might arise for such a reader is whether or not risk can indeed be put in a general axiomatic framework that will encompass all of its different manifestations, such as credit risk, operational risk, etc. Such a framework would allow a complete mathematical characterization of risk, and would allow various general and quantitative statements to be made about it.

Due to the extent of mortgage portfolios in the United States at the present time, and due to the sensitive dependence of their values on interest rates, the authors spend a fair amount of time discussing interest-rate risk and how to hedge it with derivatives. Thus they speak of the `sensitivity' of financial instruments to certain risk factors, and study the case of fixed-income products via the `DV01' risk measure, which is the change in value of a security after a change in interest rate of 1 basis point. This measure gives a `first-order' approximation to the change in yield, but the authors show how to obtain a `second-order' approximation using the `convexity' adjustment.

For complex portfolios, the most popular method for risk management has been the value-at-risk or VAR, and so it is not surprising that the authors devote an entire chapter to it in the book. The authors view it as a more sophisticated method because of its ability to deal with volatilities and correlations. However, they point out that its efficacy is restricted to relatively short time scales and under `normal' market conditions. The fiasco at LTCM (Long Term Capital Management) is discussed as an example of the failure of VAR to measure risk over long time scales and under abnormal market conditions. They do not however give any detailed evidence for this claim, but a perusal of the research literature (surprisingly rather slim) reveals that LTCM made "major" errors in terms of their risk management, if viewed from the standpoint of VAR. This still leaves open the question as to whether it made "major" errors from the standpoint of some other method for measuring and evaluating risk that is possibly radically different from VAR.



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10/30/2009

Review of The Million-Dollar Financial Services Practice: A Proven System for Becoming a Top Producer (Hardcover)

As a new financial planner working on an independent platform, I was seeking help to develop a marketing plan to get my business ramped up as quickly as possible.This book exceeded my expectations.Dave shares what your goals should be depending on what stage in the business you are, then proceeds to explain how to go about achieving them.I appreciate that he spends little time covering motivation, other than to recognize that to work as hard as one needs to build a million dollar practice, you've got to have your own deep motivation to do the marketing required.The most value is in the "how to" go to market which sets this book apart for most others.

My only regret is that the book was not published prior to my start date.If you are new to the financial services business or looking to make a career change, this is a must read book.If you are a seasoned pro, but not a million dollar producer and want to break through to the next level, this book will be of great assistance.



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