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Summary: Involved in Change Control or Project Management? Get This!
Review: Don't let this book's title through you off. Give it a chance, because it does a great job of detailing how an organization can change and make business processes work better. Kriegel and Brandt show ways in which remaining caught up in a given mode of thinking about one's business can often lead to missed opportunities for growth and success. It offers an interesting array of anecdotes that can assist in expanding one's thinking about the everyday processes we take for granted. An excellent resource for managers and others who feel their organization is caught in a rut and going nowhere. This book can guide managers in the steps needed to eliminate outdated business practices and routines that drain time and money. It offers ways to redesign the rules of an organization and instill a capacity for change in their management teams and employees. A good resource that shouldn't be overlooked by anyone involved in change control or project management.
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Summary: Unfortunately managers haven't read this book
Review: Its very good book and managers should read this book like taking oath before taking management job. No offense, but very few managers have ever read this book or similar book, at least those under whom I have worked for
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Summary: Real-life examples make this book a winner!
Review: Robert J. Kriegel is rapidly becoming one of my favorite
business authors . . . I've previously enjoyed two of
his other books, HOW TO SUCCEED IN BUSINESS
WITHOUT WORKING SO HARD and IF IT AIN'T BROKE,
BREAK IT . . . so I figured it was time to get hold of
one of his earlier efforts, SACRED COWS MAKE THE BEST
BURGERS--written with David Brandt. I was definitely not disappointed! Kriegel and Brandt examine why people cling to outmoded
beliefs, practices and processes as if their lives depended
on them . . . but more importantly, they present ways to
inspire a desire to bring in the new. I particularly liked the use of real-life examples . . . although the book was written in 1996, it is still amazingly current; i.e., most of the ideas the authors present still make sense today . . . also, they can be applied to virtually any size or type of organization. There were many memorable passages; among them:
* But you'll actually do more and better by learning to slow down when everything around you is speeding up. John Wooden, the great UCLA basketball coach who won an unprecedented 10 national championships, offers this advice: "Be quick, but don't hurry. If you hurry you make mistakes." * You may not be a beginner, but you can learn how to think like one. Take real estate agent Michael Young, for instance. He was his company's most successful agent in northern California but he couldn't make the leap from
selling houses in [one price range] range to those[in a higher price range]and up. "I don't get it, " he said. "I'm using the same prospecting strategies, making calls in the evening to people at home, giving them advice and telling them about the market, and I'm in the same marketplace. But it's not working." "Think like a beginner, forget your old strategies, start fresh," we advised him. "Look at the business like you're a novice. What can you do to break into this market?" Instead of competing with other brokers, Young spotted an untapped opportunity in the high-end market. He discovered that many listings expire before the house is sold. So he developed a strategy for buying old listings and sharing commissions. The technique brought in so much business that he formed the Michael Young Company in San Francisco. Now brokers
call him unsolicited. Want to know something? We're all in the same position as Young. You may think your market is the same as it was last year. But it's not. Everything is changing: people's life and work styles, their jobs, their expectations, their attitudes, their family situations-everything. And technological
advances have only accelerated the situation. With business in a perpetual state of flux, we need to keep reinventing our game plan every six months. To do that we have to look at things through fresh eyes. * [Sam] Walton had 10 rules of success, most of which revolve around giving great service, top-quality products, and treating you people right. But it's his 10th rule that sets him apart from his competitors. Walton called it the most important one: Break the rules. If all of your competitors are doing it one way, Mr. Sam used to say, "do it exactly the opposite," and that's where you'll get the edge.
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Summary: Get a life!
Review: The reader from Austin Tx who was offended by the title of this book needs to get a life. Have we become so hyper-sensitive that everything that causes offense. This was a fine book that I would highly recommend to any manager.
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Summary: A great book for managing change.
Review: This book is an excellent tool to get people thinking again. Businesses that realize that by embracing change, they can differentiate themselves from their competitors have a distinct advantage. Those that don't or are slow to come around are in deep trouble.
One of the tools in the book that I found very insightful was the Change-Ready Assessment. The Change-Ready Assessment is a survey that every organization should use to evaluate new and old employees' ability to adapt to a culture of change.
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