Cutting edge, pithy and provocative, this is a no-holds barred analysis of business today that will entertain and appal you in equal measure. This entertaining expose of the business world, reveals the scandals, quirks, counter-intuitive behaviour and downright silliness that make up business today. Based on rigorous research and verifiable facts, combining revelation, story-telling and analysis, this book will defy anyone to read it and not emerge better-informed about the reality of business today. From the collective inertia of middle management to the cowardly reluctance of CEOs to stand…mehr
Cutting edge, pithy and provocative, this is a no-holds barred analysis of business today that will entertain and appal you in equal measure. This entertaining expose of the business world, reveals the scandals, quirks, counter-intuitive behaviour and downright silliness that make up business today. Based on rigorous research and verifiable facts, combining revelation, story-telling and analysis, this book will defy anyone to read it and not emerge better-informed about the reality of business today. From the collective inertia of middle management to the cowardly reluctance of CEOs to stand out from the crowd, from the soap opera of working with consultants to the mystery of why top executives' salaries bear no resemblance to the performance of their firms, Business Exposed will entertain and appal you in equal measure.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Freek Vermeulen is Associate Professor of Strategic & International Management at London Business School, teaching courses to executives and executive MBA students. He is the recipient of several teaching and various research-related awards, including the first-ever LBS Excellence in Teaching award and the prestigious Academy of Management Journal Best Paper Award. Freek is an active consultant for companies such as KPMG, and a key-note speaker on various topics.
Inhaltsangabe
Table of Contents
About the Author Publisher's acknowledgements Introduction: The monkey story
1: Management happens Forced to be stupid Collective inertia - if you dont join them, you can beat them! Pharma - the devil is in the detailing The Abilene Paradox Same same but different "Selection bias" Numbers and strategy - do they mix? Inebriated cyclists Deciding stuff - thats the easy bit How well do you know your company? (My guess is not very well at all) How to make a compelling corporate strategy in six easy steps Wanna play strategy? Get a board game "Framing contests": What really happens in strategy meetings It looks like we dont have a strategy 2: The Success trap (and some ideas how to get out of it) Why good companies go bad The Icarus paradox Tunnel vision - "in the end, there is only flux" Operation Market Garden Mental models lets all think within the same box A creosote bush: how "exploitation" drives out "exploration" A bitter pill Framing something as a threat or an opportunity dramatically alters what we choose In a downturn, manage your revenues, not your costs In a crisis, innovate Is your company brave enough to survive? 3: The urge to conquer How big is your yam? (not that it matters) Deal-eager executives - tribal instincts CEOs, marriage, mergers, geriatric millionaires, and blushing brides When acquisitions take over "Time compression diseconomies" - too much, too fast Seeds and fertilizer - how to build a firm "I've won... I've won" Most acquisitions fail - really! "Heerlijk, helder, Heineken" Toads and acquisitions - where does CEO "hubris" come from? 4: Gods and villains The heroes of our time Narcissus versus humble bloke - and the winner is? Are overconfident CEOs born or made? Hang the hero Celebrity CEOs and the burden of expectation Successful managers - incompetent for sure Executives: superhuman after all "Over the hill and far away, top managers are here to stay" Chief story teller Managers and leaders: are they different? Women on top 5: Liaisons and intrigues Fact over fiction Analysts, astrologers, and lemmings - three of a kind? Conflicts of interest - do analysts rate their bank's clients' stock more favorably? Banks' blurry categorizations - have your cake and eat it too Analysts rule the waves (whether we like it or not) Sirens and investment bankers birds of a feather How to tame an analyst Advice or influence? Why firms ask government officials to be directors Boards of directors: cliques and elites Board-cloning - a rewarding habit Boardroom friends CEOs and their stock options (oh please) Stock options, risk, and manipulations Too hot to handle: explaining excessive top management remuneration How to justify paying top managers too much CEOs do seek advice if you pay them for it Dirty laundry: who is hiding the bad stuff? 6: Myths in management No stranger than fiction Say you will - that'll do Right again! Managers and their self-fulfilling prophecies Your expectations manage you "Reverse causality" - sorry, but life's not that simple Eating Uncle Ed - dont worry, its called downsizing Does downsizing ever work? Who can downsize without detriment? What management bandwagons bring Remember this one: "total quality management"? ISO 9000 makes you reliable, myopi
About the Author Publisher's acknowledgements Introduction: The monkey story
1: Management happens Forced to be stupid Collective inertia - if you dont join them, you can beat them! Pharma - the devil is in the detailing The Abilene Paradox Same same but different "Selection bias" Numbers and strategy - do they mix? Inebriated cyclists Deciding stuff - thats the easy bit How well do you know your company? (My guess is not very well at all) How to make a compelling corporate strategy in six easy steps Wanna play strategy? Get a board game "Framing contests": What really happens in strategy meetings It looks like we dont have a strategy 2: The Success trap (and some ideas how to get out of it) Why good companies go bad The Icarus paradox Tunnel vision - "in the end, there is only flux" Operation Market Garden Mental models lets all think within the same box A creosote bush: how "exploitation" drives out "exploration" A bitter pill Framing something as a threat or an opportunity dramatically alters what we choose In a downturn, manage your revenues, not your costs In a crisis, innovate Is your company brave enough to survive? 3: The urge to conquer How big is your yam? (not that it matters) Deal-eager executives - tribal instincts CEOs, marriage, mergers, geriatric millionaires, and blushing brides When acquisitions take over "Time compression diseconomies" - too much, too fast Seeds and fertilizer - how to build a firm "I've won... I've won" Most acquisitions fail - really! "Heerlijk, helder, Heineken" Toads and acquisitions - where does CEO "hubris" come from? 4: Gods and villains The heroes of our time Narcissus versus humble bloke - and the winner is? Are overconfident CEOs born or made? Hang the hero Celebrity CEOs and the burden of expectation Successful managers - incompetent for sure Executives: superhuman after all "Over the hill and far away, top managers are here to stay" Chief story teller Managers and leaders: are they different? Women on top 5: Liaisons and intrigues Fact over fiction Analysts, astrologers, and lemmings - three of a kind? Conflicts of interest - do analysts rate their bank's clients' stock more favorably? Banks' blurry categorizations - have your cake and eat it too Analysts rule the waves (whether we like it or not) Sirens and investment bankers birds of a feather How to tame an analyst Advice or influence? Why firms ask government officials to be directors Boards of directors: cliques and elites Board-cloning - a rewarding habit Boardroom friends CEOs and their stock options (oh please) Stock options, risk, and manipulations Too hot to handle: explaining excessive top management remuneration How to justify paying top managers too much CEOs do seek advice if you pay them for it Dirty laundry: who is hiding the bad stuff? 6: Myths in management No stranger than fiction Say you will - that'll do Right again! Managers and their self-fulfilling prophecies Your expectations manage you "Reverse causality" - sorry, but life's not that simple Eating Uncle Ed - dont worry, its called downsizing Does downsizing ever work? Who can downsize without detriment? What management bandwagons bring Remember this one: "total quality management"? ISO 9000 makes you reliable, myopi
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