Book Description
Ask consumers and users what names they associate with the multibillion dollar personal computer market, and they will answer IBM, Apple, Tandy, or Lotus. The more knowledgable of them will add the likes of Microsoft, Ashton-Tate, Compaq, and Borland. But no one will say Xerox. Fifteen years after it invented personal computing, Xerox still means "copy."
Fumbling the Future tells how one of America's leading corporations invented the technology for one of the fastest-growing products of recent times, then miscalculated and mishandled the opportunity to fully exploit it. It is a classic story of how innovation can fare within large corporate structures, the real-life odyssey of what can happen to an idea as it travels from inspiration to implementation.
More than anything, Fumbling the Future is a tale of human beings whose talents, hopes, fears, habits, and prejudices determine the fate of our largest organizations and of our best ideas. In an era in which technological creativity and economic change are so critical to the competitiveness of the American economy, Fumbling the Future is a parable for our times.
Customer Reviews:
solid book on a gigantic missed opportunity.......2007-01-10
This book tells the story of the greatest failure of a corporation in our time to create marketable products from truly great research. It starts by telling the story of how PARC was conceived and how it operated.
In 1973, a number of researchers at Xerox PARC demonstrated the "Alto". The Alto was the first "personal computer" designed not only on a human scale for a single individual but supported by a number of improvements that rendered it "instantly responsive to the user's demands", each of them revolutionary in the computer field. They included: a graphics-oriented monitor with "icons" and overlapping "pages" on the screen that was coordinated by the "mouse" input device; a word-processing program "for nonexpert users"; a local area network, the "Ethernet"; and an object-oriented programming language that combined data with certain commands, which hugely simplified computer operations.
These attributes represented nothing less than a paradigm shift for the computer industry, away from the punch cards, unwieldy printouts of results, obscure programming codes, and the awkward time-sharing arrangements that were the hallmarks of mainframe computers. At that moment, Xerox had a full five-year head start over its future rivals. (Amazingly, PCs have changed little. with the exception of incremental improvements, from this fundamental prototype.)
Unfortunately, few at Xerox headquarters understood the importance of these developments. From its beginning, many executives at Xerox headquarters viewed PARC as a kind of uncontrollable island of insolence and arrogance. When Xerox managers visited PARC, they were struck by the rudeness and counter-cultural feel of the place. For their part, PARC researchers viewed headquarters with open disdain at the leadership's inability to understand not only what PARC was doing, but the jargon they were forging.
The mutual distrust between headquarters and its Palo Alto lab neither encouraged Xerox executives to learn about how PARC's inventions might fit into the modern office nor allowed PARC's managers to sell their inventions to the company's manufacturing units. Even worse, PARC had no one in Xerox's top leadership to champion their product ideas or even to get things done - at the moment when PARC's technological innovations were ready for commercial development, the Xerox Corporation was entering a prolonged period of crisis, the "lost decade" of the 1970s.
To the shock of many Xerox leaders, Japanese manufacturers came up with a number of basic innovations in design, greatly enhancing the reliability and performance of their copiers while reducing their cost. With this stunningly executed strategy, the Japanese manufacturers succeeded in turning Xerox's supposed comparative advantages (of a huge sales force and repair facilities and patented technolgies that were being squeezed of every last drop of their value) into unsustainable liabilities.
It was in this context - a crisis of rapidly diminishing market share, with financiers and accountants ascendant within the Xerox bureaucracy - that PARC managers were attempting to sell their revolutionary inventions. Unfortuately, the top leadership at Xerox had turned its attention to investigating the methods of Japanese companies, in particular the techniques of total quality management, which would occupy the attention of David Kearns, the new Xerox CEO, into the 1980s.
Beyond the numbers, PARC was pitting itself against the corporation's incentive system: because the Xerox manufacturing divisions had quarterly targets it had to meet, adding an entirely new line of products threatened to disrupt the flow of revenues, which meant they wouldn't get their bonuses.
Moreover, as an embryonic business that could only promise growth somewhere in the future, the Alto III attracted little attention at headquarters - Xerox managers had long grown accustomed to massive returns rung up at the click of a button on a leased machine, in the hundreds of millions of dollars. In light of this expectation, the Alto III appeared too small to bother with.
In December 1979, Steve Jobs had visited PARC and was working to incorporate the software capabilities he had observed into the first mass-market personal computers. In addition, Jobs, Bill Gates, and others had begun to hire researchers away from PARC: disgusted by the obtuseness of Xerox headquarters regarding their work, many of them were yearning to move to more entrepreneurial environments. They felt that they had accomplished virtually all that they could at PARC.
Nonetheless, with approval from headquarters, a number of PARC's best engineers had begun to develop the Star workstation. Unveiled at a computer trade show in April 1981, the Star generated great excitement. Packed with many of PARC's best features, such an as-it-would-print document screen and electronic mail, the Star was unlike anything that had ever been sold in the industry. However, once on the market, the Star quickly revealed a number of drawbacks. First, with so many features that required processing power, it was extremely slow. Second, it was also too bulky for many offices. Third, it retailed at over US$16,000, pushing it out of reach of all but the richest of corporations. Fourth, the Star lacked a spread sheet, which many office executives wanted, and its "closed" software system would not run those offered by other companies.
While criticized as a typical engineering product with an over-abundance of esoteric features, the Star was far more a reflection of Xerox headquarters: recalling the runaway success of the 914 monopoly, they had assumed that the Star would set the de facto standard for an entirely new industry, which Xerox would again dominate - regardless of the price. Even worse, they had failed to appreciate that this time, the company faced some extremely nimble and hungry competitors.
Xerox had also failed to train its copier salesmen regarding the vision behind, and unique features of, the Star: it was supposed to be the first step in Xerox's re-making of the office environment. Unfortunately, accustomed to selling copiers to lower-level managers, Xerox salesmen understood little of this and many had no idea who to approach within corporations with this revolutionary new product. From their experience with the blockbuster early copier 914, they - along with the leaders in their company - were accustomed to marketing hardware, whereas the Star's principal advantages came from its software. Talk about implementation failure!!
In August 1981, IBM introduced the personal computer (PC). While far more primitive and less user-friendly than the Star - with no mouse, no Ethernet capability, no icons, no multi-tasking windows - it was priced at less than US$5,000. Quickly surpassing the Star in sales, the IBM PC set the standard for the emerging market of affordable personal computers. For all intents and purposes, Xerox would view the PC revolution, which it had virtually created, from the sidelines - it had squandered a lead of over 5 years!!!
Following the failure of the Star workstation, morale at PARC plummeted. To make things worse, in 1981 Xerox appointed a new director at PARC, Bill Spencer, who failed to grasp the unique chemistry of the computer lab. Spencer immediately locked horns with Bob Taylor, who resigned and took most of his top staff with him to DEC. This marked ended Xerox's effort to fundamentally reinvent the modern office.
Nonetheless, PARC could boast a few commercial successes. Most prominent of these was Gary Starkweather's laser printer, which he had moved to PARC to develop in 1971. After a few years of work perfecting the device and a long and difficult period of promoting it from within Xerox, Starkweather was able to convince the company to manufacture a version of his machine in 1977. Though Xerox had barely beaten IBM to the market with the product in spite of a three-year technological lead, its laser printer became one of the best selling Xerox products of all time, eventually becoming a US$2 billion business per year. Its acceptance within the company was made easier by the fact that it was largely a hardware product, with technology familiar to Xerox.
This is meaty stuff, and the authors cover it well and the book is very very well written. It is best when telling the story of the disconnect between PARC and Xerox HQ in an effort to explain the failure, though the technical aspects of how PARC operated are summarized well (and never in excessive detail). This is at heart an organizational behavior book, not a how-to (or how to not) innovate book.
Recommended.
Something fascinating about train wrecks.......2003-12-30
As most people in the computer industry know Xerox pioneered many of the key breakthroughs in the computer industry, but then they were not able to capitalize on the technology they developed. Many, many other companies have made billions of dollars; however, Xerox just couldn't figure out how to reap the benefits.
The authors of "Fumbling the Future" go into this history in great detail. They first set the stage by describing Xerox's early history, how Xerox invented a copier, and for a number of years they were so successful that they were able to basically print money. Many of the major players in the industry are mentioned, their goals and interests. Xerox was very aggressive, and in some ways they were also a bit lucky, with the copier. Then Xerox decided they needed to also get into the computer industry.
Next the authors talk about how the Palo Alto Research Center (PARC) was created, how George Pake selected various key people to help staff the research center, and the charter PARC was given. The book goes over who was hired, what they did, and how the groups at PARC worked together, and sometimes didn't work together.
Here is where you can start to see the train wreck. The first President of Xerox, Joe Wilson, seems to have been a very gifted leader. In terms of "Good to Great" by Jim Collins, Joe Wilson was a level five leader. Unfortunately Joe Wilson dies, and the next president of Xerox, Peter McColough, was at best a level four leader. Peter decided to spend almost a billion dollars for a niche science computer company which Peter then tried to force out into the general computer market, going up against IBM. Peter also took Xerox into Medicine and Education. And Peter got involved in Politics and Charities. Peter McColough was not focused on Xerox, and let several problems simmer.
We get some insights into what drove the researchers at PARC to develop the first personal computer, the Alto, and many of the reasons why it was revolutionary. The authors chart the destruction of the potential of the Alto, largely because of various managers at Xerox not catching the vision, or those who caught the vision not being able to work well with upper management.
One thing which would have improved the book was to have some pictures. It would have been nice to have some pictures of the early copiers, the Alto, and some of the major players.
It was a well written book, with a lot of good history, and some important lessons. Even though you know how it will all turn out, this was a hard book to put down.
My Life at "Brand X".......2003-11-04
I lived through these years on the 10th Floor at Xerox Corporation Systems Headquarters, El Segundo, California - as a Systems Administrator for New Product Development and Training. The book is accurate, but misses one very, very important point: The "Leadership" at Xerox Corporation at this time did not, repeat not, have the "best intentions". On the contrary, they were "Box People" (copier people) who did not have a clue about how to take advantage of this technology. In 1984 we did an internal survey of middle and upper management regarding use of the applications for the Star/Distributed Net (specifically email and Viewpoint software applications for those of you "in the know"). It found that while 76-percent of first and second level management used these applications on a daily or multiple-weekly basis, less than 10-percent of upper and executive management did so (the figure was under 5-percent on returns from Rochester and Stamford). Is this evidence of knowledge or having the "best intentions"? Those of us who did have the knowledge of the potential benefits were in middle management and could see those benefits to our own organisations at that time. We reported on these benefits, talked about them, begged people to come and see for themselves...for years...nothing happened. Many of us grew so frustrated we left (I was one, in 1989), although we still loved (and love) our exciting times at "Brand X". Some stayed, and watched Xerox "retreat" back to a primarily copier/printer company (and in doing so it crushed many a spirit). Most of us have wonderful, amazing, funny and frustrating stories to tell about those times (how about two trips in a single day to PARC from El Segundo just prior to the release of the 6085PCS?...or when the training Manager for New Produce Development left...only to turn up at Apple the following month...with all his notes and records?...Or producing training films for new releases with comedy sketches on the tail end for raising salespersons morale...). This book is too high level stuff for that...but it does reflect the failure of the top at Xerox...although it doesn't quite come out and say that...The top did not have a hint about these advances because they were from another world (Rochester, Copiers, not PARC/El Segundo and GUI/Ethernet). Read the book, but remember, no matter how hard those in middle management yell...if the top does "not have ears to hear" - it will not hear! ETW, Los Angeles, CA, now a retired TRW Employee
Fascinating Business Case Study.......2003-05-27
This book tells the fascinating story of the invention of the first distributed personal computer systems at Xerox PARC (Palo Alto Research Center), and how a copier company that had grown to over $1 billion in revenue in less than 10 years based on a single new technology (photocopying) was unable to capitalize on a new technology again, despite the best intentions of its leaders.
The really innovative work at PARC was done under the direction of Bob Taylor. When Taylor was forced out, he started DEC's Systems Research Center (SRC) (later acquired by Compaq, and then HP), and he brought much of the top talent along with him.
I read this book on Bob Taylor's recommendation when I first joined DEC SRC as a researcher. But I decided to read it again recently before attending a talk by George Pake, the founding director of PARC. Pake's history of PARC agreed with the book, but he drew very different conclusions about the overall benefit of PARC's inventions to Xerox. In particular, Pake gave far more credit to PARC for contributing to Xerox, but all the examples he gave related to how computer technology has come to be used in photocopiers, which entirely misses the point. As the book's subtitle suggests, most of PARC's astounding computer innovations were largely squandered by Xerox (and "borrowed" by Steve Jobs to create the Apple Macintosh).
The first time I read the book, I was fresh out of school and didn't have much experience in the business world, so the parts of the book dealing with business issues were mostly a mystery to me. This time, it made much more sense, and I actually found the business aspects of the story more intriguing than the technical ones. Even so, the story of the first bit-mapped display, laser printer, ethernet, personal computer, and WYSIWYG editing software -- innovations we take largely for granted today -- is quite interesting!
A must Read.......1999-12-16
If innovation is in any way your concern read this. It memorializes fluently almost all the things a management can do to kill creativity.
Book Description
Cutting-edge insight from the leader in trading technology
In Cybernetic Analysis for Stocks and Futures, noted technical analyst John Ehlers continues to enlighten readers on the art of predicting the market based on tested systems. With application of his engineering expertise, Ehlers explains the latest, most advanced techniques that help traders predict stock and futures markets with surgical precision. Unique new indicators and automatic trading systems are described in text as well as Easy Language and EFS code. The approaches are universal and robust enough to be applied to a full range of market conditions.
John F. Ehlers (Santa Barbara, CA) is President of MESA Software (www.mesasoftware.com) and has also written Rocket Science for Traders (0-471-40567-1) as well as numerous articles for Futures and Technical Analysis of Stocks & Commodities magazines.
Download Description
Cutting-edge insight from the leader in trading technology
In Cybernetic Analysis for Stocks and Futures, noted technical analyst John Ehlers continues to enlighten readers on the art of predicting the market based on tested systems. With application of his engineering expertise, Ehlers explains the latest, most advanced techniques that help traders predict stock and futures markets with surgical precision. Unique new indicators and automatic trading systems are described in text as well as Easy Language and EFS code. The approaches are universal and robust enough to be applied to a full range of market conditions.
John F. Ehlers (Santa Barbara, CA) is President of MESA Software (www.mesasoftware.com) and has also written Rocket Science for Traders (0-471-40567-1) as well as numerous articles for Futures and Technical Analysis of Stocks & Commodities magazines.
Customer Reviews:
Excellente product!.......2007-02-16
This is a book clear and very easy to read, for me as physics research, and to my development is very useful.
Strongly recommended.
Brain Surgeons Can't Trade Stocks Like Ehlers Can.......2006-07-01
John Ehlers newest title is sure to make even the brightest of brain surgeons quiver for fear of closing the renal artery prior to completing the operation. Other reviewers may diss this author but his latest book truly reaches for the stars and makes it. The chapters while short, are to the point and exquisitely illustrate the concept being taught. If you are new to trading systems the shortness of the explanations may be too short but for experienced traders and developers of trading systems they are long enough.
Aspects of many indicators are reviewed with fresh insight added for several new systems not talked about in print before. Removing the lag is the traders dream. Many of the indicators shown do work although errata in the code does spoil some of the implementations given. Ehlers has provided for the keener updates on his website that corrects the mistakes, kudos here for doing the right thing.
Overall Ehlers has done it again and this book should be a staple in any traders library. As for the wannabees wanting all the answers and sure fire methods, choose brain surgery as your career option. No one said trading would be easy but Ehlers has given more toolsets that a successful trader can use in a concise to the point book.
Excellent and a must if you desire to succeed.......2005-09-13
I have been trading for nearly 10 years now and have spent countless amount of time and money on books, systems, software and must say this the best book I have come across. With little creativity one can easy adopt ideas from this book to come up with a profitable mechanical system.
Holy Grail has failed.......2005-08-31
The computerization and digital signal processing development let improve classical indicators essentially due to application of modern methods of information processing to prices. Indicators began to smooth better and to delay less. However . First, the prices are non stationary, i.e. the characteristics of filters are varied during the time. Second, as different from technical problems, the kind of a signal and noise distributions for the price are unknown, i.e. nobody know what to filter actually. Third, being filtered by means of Fourier and similar methods prices change the previous values to the addition of the new data: we receive ideal trends under a history data but we can only trade them from right hand to left hand.
Fourier transformation is based on representation of initial series by the infinite sum of sinusoids with a various phase, amplitude and frequency. Recently wavelet transformations was widely adopted in various areas of data processing in which initial series are represented as the sum of some locally defined functions named wavelets. They are constructed by shifting and vertical and horizontal scaling of certain the prototype function. Wavelet transformation, in essence, is fractal that allows the effective using it in the technical analysis. First, it allows to carry out the multiscale analysis of prices, objectively identify trends on various scales by duration and amplitude, separate traders to various groups: scalpers, day traders, swing traders, position traders and long-term investors. The multiscale analysis can be interpreted as the analysis on various time frames. Second, it allows determine noise as the insufficient for reception of the profit amplitude and frequency movement of the prices that effectively allows filter the price series simply subtracting the lowest scale wavelets from it. Third, the additional filtration of white noise without delay is possible. Fourth, long-term trends are defined objectively. Fifth, wavelets do not contain optimized parameters in construct to standard indicators. Sixth, the used wavelets type is adapted to deal with the time ordered data and does not distorted on the last price values. Seventh, the used wavelet transformation is very effective computationally that allows use it in real time for the large massives of tick data. Eighth, it is effective to use wavelets as input data for neural networks and other methods of forecasting and recognition.
John Ehlers Does It Again.......2005-08-21
John Ehlers new book covers much of the same ground but goes beyond his previous book Rocket Science for Traders. Again the reader is given the explanations and theory for his indicators, smoothers and systems along with the Easy Language code for use in the Tradestation platform.
These indicators can be used as presented or can be easily adapted and combined with countless other indicators that a trader may currently be using. Certainly, the goal of any trader is to identify market tops or bottoms or at least to determine if markets are trending, behaving cyclically or entering a period of sideways or volatile movement. These indicators, alone or combined with others, can help one achieve that goal.
The reviewers of his previous book that had negative comments I believe, for the most part, missed the point entirely as it concerns John Ehlers subject matter and style. Hence, I am concerned that they will also make the same mistake when considering this book. Some believed the analysis was sophmoric while others were concerned with advanced theoretical questions concerning the mathematics presented. Since traders come from all backgrounds books like these need to be written to appeal to as many of them as possible. An electrical engineer will understand the concepts and why they might apply to equity and commodity markets and then can make any changes he/she sees fit with the code. Other readers that understand the problems with trading in trending vs non-trending markets can skip the DSP discussions and immediately use the indicators presented or use the code that determines cycle length to make their own indicators much more responsive to market conditions. Theoretical arguments aside, even the simple indictors included in this book take one way beyond the world of simple moving averages and stationary stochastics.
If nothing more, anyone burning the midnight oil searching for a way to beat the markets will be given endless, state-of-the-art ideas to keep him busy for a long time.
Amazon.com
Fearless investigative journalists Sheldon Rampton and John Stauber (Toxic Sludge Is Good for You! and Mad Cow U.S.A.) are back with a gripping exposé of the public relations industry and the scientists who back their business-funded, anti-consumer-safety agendas. There are two kinds of "experts" in question--the PR spin doctors behind the scenes and the "independent" experts paraded before the public, scientists who have been hand-selected, cultivated, and paid handsomely to promote the views of corporations involved in controversial actions. Lively writing on controversial topics such as dioxin, bovine growth hormone, and genetically modified food makes this a real page-turner, shocking in its portrayal of the real and potential dangers in each of these technological innovations and of the "media pseudo-environment" created to obfuscate the risks. By financing and publicizing views that support the goals of corporate sponsors, PR campaigns have, over the course of the century, managed to suppress the dangers of lead poisoning for decades, silence the scientist who discovered that rats fed on genetically modified corn had significant organ abnormalities, squelch television and newspaper stories about the risks of bovine growth hormone, and place enough confusion and doubt in the public's mind about global warming to suppress any mobilization for action.
Rampton and Stauber introduce the movers and shakers of the PR industry, from the "risk communicators" (whose job is to downplay all risks) and "outrage managers" (with their four strategies--deflect, defer, dismiss, or defeat) to those who specialize in "public policy intelligence" (spying on opponents). Evidently, these elaborate PR campaigns are created for our own good. According to public relations philosophers, the public reacts emotionally to topics related to health and safety and is incapable of holding rational discourse. Needless to say, Rampton and Stauber find these views rather antidemocratic and intend to pull back the curtain to reveal the real wizard in Oz. This is one wake-up call that's hard to resist. --Lesley Reed
Book Description
The book that unmasks the sneaky and widespread methods industry uses to influence opinion through bogus experts, doctored data, and manufactured facts.
"Finally a long-overdue exposé of the shenanigans and subterfuge that lie behind the making of experts in America." (Jeremy Rifkin)
"If you want to know how the world wags, and who's wagging it, here's your answer." (Bill Moyers)
"Meticulously researched . . . Rampton and Stauber's documentation of PR campaigns proves that they are the real 'experts.' " (Brill's Content) AUTHOBIO: John Stauber is the founder and director of the Center for Media & Democracy. He and Sheldon Rampton write and edit the quarterly PR Watch: Public Interest Reporting on the PR/Public Affairs Industry.
Customer Reviews:
The Death of Capitalism.......2007-09-04
Capitalism - market economy - free enterprise - these are the jewels in the crown of civilization which, since the renaissance, have brought unprecedented wealth, prosperity and freedom to large parts of the world. Capitalism has struggled and eventually triumphed over its historical adversaries; in earlier times, popes and kings and in our time socialism and communism. In the 21st century, since the collapse of the Berlin Wall, international corporate capitalism is bursting, like fireworks, in triumph; merging, globalizing and buying governments. What puny opposition remains is easily dispatched with a broad range of powerful weapons which have been developed over the years. Today the only real threat to capitalism is capitalism!
Socialists may practice socialism and Christians may practice Christianity but if by capitalism we mean a competitive market driven economic system, then capitalists do not practice capitalism. Theorists notwithstanding, capitalism is not an ideology, it is merely a description. Capitalists are not trying to implement some philosophy, they are only trying to make a buck any way they can. To a capitalist the biggest enemy is not socialism or labor unions or liberals or environmentalists, or even big government, the biggest enemy is risk. Risk of not making money. Risk of losing money.
Making money and avoiding risk in doing so is what capitalism is all about. But it is precisely in the risk taking that society draws its benefits from capitalism. That is the dilemma. Risk promotes wise investment resulting in efficiency, innovation and the creation of wealth, not just for the capitalist but for society as a whole. But a lot of capitalists fall by the wayside in the process. It is in the capitalist's interest to eliminate risk and society's interest to prevent them from doing so. The way to avoid risk is to control the market and to do that they must also control the government. This struggle has been going on for hundreds of years: capitalists forming monopolies, oligarchies and trusts and society breaking them up.
So long as society can keep pace with all the tricks and turns that capitalists take to avoid risk, the world would continue to reap the blessings of capitalism. But for the capitalists to succeed in eliminating risk, they would have to eliminate competition resulting in a monopoly of corporations with as much efficiency and innovation as any government bureaucracy. The ultimate risk-free climax would be monopoly and oligarchy and the corporate-run government necessary to keep it that way -- functionally indistinguishable from a Mafia run state or a Stalinist one. Capitalism, instead of an engine which pumps wealth to society and makes some capitalist wealthy in the process, would become an engine which sucks the wealth out of society, making a handful wealthy by impoverishing the rest.
We see this process going on in third world countries today and we are seeing the beginnings of it at home, in America. All three branches of government are increasingly under the control of corporations. Both political parties are addicted to corporate financing. Mergers, acquisitions and globalization, all techniques for eliminating risk, are rampant. The media is being merged and taken over by corporations and increasingly being used as public relations outlets for the corporations.
Right now society is not keeping pace. The tricks and turns that corporate capitalists use to avoid risk have gotten trickier and twistier. Just as a mosquito injects an anesthetic so that you will not feel it is sucking your blood, corporations are coopting the very processes by which people recognize what is going on so that more and more we are living in a virtual reality without realizing it. Sort of like a Potemkin village or like the movie The Truman Story where a boy is born and raised on a television set without knowing it. And as corporations merge and grow larger, they have even bigger budgets to build even more elaborate and convincing "sets". But this is not science fiction. The "sets" are being built around us as you read this.
Sheldon Rampton and John Stauber of the Center for Media & Democracy have been documenting this process for years. Their publications include a quarterly newsletter, PR Watch, and several books including: Toxic Sludge Is Good For You: Lies, Damn Lies and the Public Relations Industry, Mad Cow USA: Could the Nightmare Happen Here?, and now Trust Us, We're Experts. While flippant and amusing, these books and articles tell a very chilling story of corporate public relations manipulation and spin control growing exponentially in size, audacity and sophistication.
The "father of public relations", Rampton and Stauber point out in Trust Us, is Edward L. Bernays, son in law and disciple of Sigmund Freud. By following Bernays' philosophy one can see the road map to the future. Here are some of his ideas [pp 42 - 44]:
** scientific manipulation of public opinion is necessary to overcome chaos and conflict in society
** In almost every act of our lives, whether in the sphere of politics or business, in our social conduct or our ethical thinking, we are dominated by the relatively small number of persons ... who understand the mental processes and social patterns of the masses. It is they who pull the wires which control the public mind.
** while most people respond to their world instinctively, without thought, there exist an intelligent few who have been charged with the responsibility of contemplating and influencing the tide of history
** public relations is an applied science, like engineering, through which society's leaders could bring order out of chaos
** being herd like also made people remarkably susceptible to leadership.
Of course that "leadership" can only be exercised by those who can afford the price of the Hill & Knowltons and APCOs of this world.
Here are some cases of virtual reality cited in their latest book. Big contributions, free junkets and the promise of future jobs are the more obvious ways of corrupting legislators but less obvious and more subtle is the use of public relations to actually manipulate the "facts". A typical example of how this works is illustrated on page 14.
"In the Fall of 1997, Georgetown University's Credit Research Center issued a study which concluded that many debtors are using bankruptcy as an excuse to wriggle out of their obligations to creditors. Lobbyists for bank and credit card companies seized on the study as they lobbied Congress for changes in federal law that would make it harder for consumers to file for bankruptcy relief. Former U.S. Treasury Secretary Lloyd Bentsen cited the study in a Washington Times opinion column, offering Georgetown's academic imprimatur as evidence of the need for `bankruptcy reform'. What Bentsen failed to mention was that the Credit Research Center is funded in its entirety by credit card companies, banks, retailers, and others in the credit industry. The study itself was produced with a $100,000 grant from Visa USA and MasterCard International Inc. Bentsen also failed to mention that he himself had been hired to work as a credit-industry lobbyist."
Coopting and distorting the very sources of knowledge and information which informed people, legislators, scientists, government officials, the press, etc. rely on as being objective and scientific is one of the most clever and the most egregious techniques for creating virtual reality. As an EPA employee I have seen many examples of self-serving corporate sponsored "scientific" studies being foisted off on EPA and used to justify weak ineffective regulations or no regulations at all. The fraud, if discovered at all, is rarely discovered by EPA. In the absence of high level support there is very little incentive for science bureaucrats to look closely at studies with powerful backers.
From p. 199: If you want to know just how craven some scientists can be, the archives of the tobacco industry offer a treasure trove of examples. Thanks to whistle-blowers and lawsuits, millions of pages of once-secret industry documents have become public and are freely available over the Internet. In 1998, for example, documents came to light regarding an industry- sponsored campaign in the early 1990s to plant sympathetic letters and articles in influential medical journals. Tobacco companies had secretly paid 13 scientists a total of $156,000 simply to write a few letters to influential medical journals. One biostatistician, Nathan Mantel of American University in Washington, received $10,000 for writing a single, eight-paragraph letter that was published in the Journal of the American Medical Association. Cancer researcher Gio Batta Cori received $20,137 for writing four letters and an opinion piece to the Lancet, the Journal of the National Cancer Institute, and the Wall Street Journal - nice work if you can get it, especially since the scientists didn't even have to write the letters themselves. Two tobacco-industry law firms were available to do the actual drafting and editing. All the scientists really had to do was sign their names at the bottom."
If the virtual reality created by public relation firms were only limited to selling toothpaste and deodorant we might not get too concerned about it. Falsifying medical research to defend harmful and dangerous products is a troublesome escalation. But there appears to be no limits to the uses of PR and no concern by the users of its ultimate impact. The issue of global warming, which could possibly plunge humanity into a new dark age, is being surrounded by the fog of virtual reality by the practitioners of PR as if the stakes were no more important than the selling of mouthwash.
Rampton and Stauber point out in pp 267-288 of Trust Us that PR firms hired by the major industrial emitters of greenhouse gasses have created dozens of influential sounding front organization such as "The Advancement of Sound Science Coalition", "The Global Climate Information Project", "The Information Council for the Environment" and "The Greening Earth Society" which have saturated the media, Congress and the public with industry spin so as to make their case by sheer volume and noise. Since the facts and the scientific community are so overwhelming against them, the object of the public relations onslaught has been to slow down, confuse and defuse public clamor for resolute action. Friends of the Earth International calls this "lobbying for lethargy".
There is legitimate scientific debate about the source and rate of global warming and a lot of the spin addresses that, but a lot doesn't. Some of the dirtier tricks played are:
** An attempt to stimulate anti Kyoto Treaty email to President Clinton by promising to enter writers' names in a $1000 sweepstakes drawing.
** Appealing to anti-abortion activists with the claim that "Al Gore has said abortion should be used to reduce global warming."
** Touting phoney petitions of scientists discrediting the theory of global warming.
** Circulating phoney "scientific" papers made up to look like they had appeared in reputable peer reviewed scientific journals.
** Some industry flacks claim the Earth is actually cooling while other claim that global warming is a good thing.
The scary thing is that lobbying for lethargy is working.
The book is very idealistic/ unrealistic.......2007-04-13
One thing that the authors don't think about is that: Most people are not only not educated enough to understand the specialist jargon that goes with many industrial products, but that if they did try to interpret it *based on their limited information/ understanding* disaster would result.
The authors also don't get into what happens when a well meaning government agency overregulates an industry SO MUCH that it ends up being of benefit to no one. Examples abound-- that were not dealt with in the book.
1. The FDA has such tight regulations on drugs that they end up costing 2-3 times more to produce/ sell to the American public than what they should. And much of this cost is legal fees, excessive testing, and clinical trials.
2. The trucking industry is also something that is heavily regulated. There is a chronic shortage of truck drivers in the industry because there are so many regulations that many people who would be perfectly competent truck drivers can't get a chance at working. (For reference, automobiles kill 40,000+ Americans per year, and trucks kill about 900. An average truck driver might drive 55 hours per week compared to the single digit hours that are driven by a passenger car.)
3. Everyone is whining about the price of gas, but no one knows whether the high cost is because of refineries operating at peak capacity or because of insufficient existing oil supplies. No one will ever be able to test this, since a single refinery has not been built in the last 30 years in the United States.
If people were able to regulate industries by the political process (say, by referenda or voting for candidates that would pass strict legislation), whatever came along after what currently exists would be FAR WORSE.
These authors need to pick up some books on Economics-- specifically ones that deal with information asymmetry (as in, how corporations have a better idea of what they are doing than third party observers).
Other than that, the book is very well written with lots of good examples. It's worth picking up-- in spite of my low rating thereof.
If Everybody Believes Something, It's Probably Wrong.......2006-12-29
If everybody believes something, it's probably wrong! We call that Conventional Wisdom. "Trust Us We're Experts" is one of the few books that I recommend to all of my patients that enter my office. The information in this book has the power to potentially save your life, since it provides the reader with the tools to spot propaganda that's regularly disseminated to the masses.
Americans are the most conditioned, programmed beings on the planet. Not only are our thoughts and attitudes continually being shaped and molded; our very awareness of the whole design seems like it is being subtly and inexorably erased! It is an exhausting and endless task to keep explaining to people how most issues of conventional wisdom are scientifically implanted in the public consciousness by a thousand media clips per day. I feel that Stauber and Rampton do an excellent job at guiding the reader through the PR industry and expert deception that is propagated daily. My recommendation is to buy this book today then kill your TV!
Dr. Matthew J. Loop
- Author of "Cracking the Cancer Code"
Take critical thinking one step further..........2005-11-19
...and use the techniques in this book on the book itself. Sadly, a book with so much promise falls victim to its own PR machine all too often. Face it, if you're going to use critical thinking, use it consistently. If you use it against what you don't like, but cast a blind eye on things you are passionate about, how critical is that, really?
Beware of "Experts" -- Follow the Money! .......2005-07-02
John Stauber tells it like it is, and I wish this book were a bestseller. Readers who can accept these truths may also want to read a highly detailed yet fascinating expose of a huge and profitable industry that has been manipulating science and gambling with your health -- "The Whole Soy Story:The Dark Side of America's Favorite Health Food" by Kaayla Daniel, The fact that you are probably thinking, "No, we all know that soy is healthy for us" is proof of how thoroughly you've been conned. I was too, but no longer. "Fluoride Deception" by Christopher Bryson is another good one. Thanks to John Stauber, I'm wary of experts and now know enough to follow the money.
Book Description
'If CFOs need a blueprint for the next millennium, this is it. A rational, comprehensive view of how to re-shape the corporation and the finance function for the challenges ahead.' Robert Hoffman, CFO Monsanto 'A provocative discussion of what the 21st century corporation needs - and how the CFO can provide it, designing the structure for global value creation, element by element.' Erik G Nelson, senior vice president & CFO Procter & Gamble 'CFO: Architect of the Corporation's Future offers finance professionals clear, practical advice for meeting growing demands from management inside the corporation and the investment community outside.' Dudley Eustace, vice chairman & executive vice president Philips 'This book redefines the CFO's role in readiness for the corporate world beyond 2000. It presents a guide to what the CFO has to do to secure the corporation's future and his or her own career success.' Dieter Timmermann, CFO Braun AG 'Survey results, concise case studies and the CFO "checklists" that end each chapter make this a well-organized, quick and insightful read for anyone interested in the future of the financial executive.' Financial Executive magazine Business/Finance
Customer Reviews:
Very complex.......2006-06-27
And by complex I don't mean a deep thinking, analytical book. There are alot of pictures, drawings, charts, graphs, etc in here and if you don't know much about finance, you will be lost on occasion. It's a pretty decent read if you can find one for a good price.
In regards to the person from April 28, 1999, if you can seriously and honestly say that PricewaterhouseCoopers "...Obviously, the authors' have no background in corporate finance..." then you need to keep away from any business books.
A must to have for ambious Finacial Manager.......2005-06-17
I found this book particular important as it provides a comprehensive view for those Financial Managers try to shifts from score keepers to decision makers.
Decent overview of changing the role of a CFO, nothing more.......2001-08-15
CFOs should become more involved in choosing projects and start to help their co-workers in product development, etc. use financial tools to make decisions. There, I just told you the guts of the book. The rest of it lacks detail for something written by an accounting firm.
This book might be useful to a young person who is trying to decide whether they want a career in finance or not. Because it is trying to discuss how good companies will use their CFOs in the future. Or for that matter, someone just starting out in finance to see what types of jobs are out there.
Excellent !!.......2001-07-07
I really think it is an excellent book that provides you with an overview of the new strategic role of the CFO. Its clarity of ideas and use of illustrations are key to obtaining a concise understanding of value based management and performance measurement theory. If you want to initiate exploring the world of finance's changing profile from transaction-based to value-added service function, this book will definitely give you a complete understanding of it. Once you read this book, I highly recommend PWC's "In Search of Shareholder Value" as well as Harvard's "Value Based Management".
A book that should deserve more attention.......1999-10-21
This is not a textbook on financial strategy and corporate finance. What it tells us is that CFO must tranform themselves into business partner and stop being bean-counters. If you do not want to be out-sourced to a shared service company, you;d better read this book. Of course, this book have shortcomings like most of the concepts like VBM, ABM & balanced scorecard are only briefly touched and because of this, the authors should have included further reference. Furthermore, some minor mistakes like getting the name of the CFO of Ericsson wrong (p13) caused me to doubt the credibility of the case studies. It's a pitty that this was not discovered during the re-printing of the book and such mistake came from an international accountancy firm like PWC.
Book Description
In today's turbulent business environment, leaders must begin to think more broadly about what a corporation is and how it can create a richer future. With the globalization of the world's economies, the intensification of competition, and recent quantum leaps in technological development, the insular and static strategic thinking of many global corporations has become inadequate for understanding the business environment and determining strategic direction. This book provides comprehensive and practical analysis of what sustainable business development (SBD) is and how companies can use it to make a significant difference. Case studies of companies in the U.S., Europe, the Pacific Rim and South America demonstrate that achieving innovation and integration depends on a comprehensive understanding of all of the forces which drive change and responding to them with new ways of strategic thinking. It is compulsory reading for MBA students and executives as well as professional readers.
Book Description
How did a pioneering company in the semiconductor industry not only survive but thrive in the face of the explosive change and upheavals that forced it to transform itself twice in the course of its thirty-year history? The answer lies in the quality of its strategy-making process, contends leading strategic management scholar Robert A. Burgelman in this extraordinary book based on an exhaustive twelve-year study he conducted inside Intel Corporation.
Granted the opportunity to track Intel's strategy-making through his close teaching collaboration with its chairman, Andy Grove, at Stanford Business School since 1988, Burgelman has written a definitive and far-reaching account of how highly educated top managers groped their way through strategic conundrums. His account of the evolution of key events in Intel's history is illustrated with extensive quotes from its cofounder Gordon Moore, Andy Grove, current CEO Craig Barrett, and dozens of other Intel executives. His study allows these leaders to speak for themselves in scores of highly rendered executive portraits.
Using thoroughly tested conceptual tools, Burgelman first documents the key role played by mid-level managers in transforming Intel from a memory company into a microprocessor company during the late 1970s and early 1980s, which led to the heartbreaking decision to abandon the business on which the company had been founded in 1968. He then makes readers eyewitnesses to the complex set of complementary strategic thrusts orchestrated by Andy Grove to make Intel capi- talize on the extraordinary opportunities associated with the phenomenal growth of the PC industry during the late 1980s and the 1990s. He reconstructs Grove's resolution of the struggle between two competing micro- processor architectures within Intel that caused civil war to erupt, and he shows how Intel's superbly run strategy-making process in the core business, paradoxically, made it difficult for internal entrepreneurs to extend the company's strategic reach. This allows him to link the strategic leadership challenges, faced today by Craig Barrett, to Intel's illustrious past and to provide suggestions for how these challenges can be met.
At once a history of strategy-making at Intel as well as a strategy-making field manual that any high-technology manager will need to consult frequently, Strategy Is Destiny truly describes strategy-in-action as the way of life of senior executives in the corporation of the future.
Customer Reviews:
A summary of Prof Burgelman's Work.......2002-09-04
This is mainly an academic book, yet it can be insightful for CEOs or high and middle level executives too. The book describes and analyzes the extensive work of Prof. Burgelman in Strategy Process. Strategy-making cannot be considered as a pret-a-porter suit, yet Prof. Burgelman's model provides means to understand how to taylor one's suit.
Good stuff, if a bit dense. . ........2002-02-02
Prof. Burgelman is no Michael Porter.
Where Prof. Porter communicates complex ideas in simple terms, Prof. Burgelman finds extremely complicated ways to obscure simple ideas.
Luckily, this book is chock full of quotes and examples that Burgelman largely leaves untouched.
If you factor out Burgelman's poor organization, unbridled love for Intel, and penchant for incomprehensible prose, this is a great book. Burgelman was indeed provided unparalleled access to one of the most successful companies of the 20th century. The stories he tells are true. The quotes and examples are not self-serving.
The only thing missing here is a control group. Intel has entered the 21st century riding at least one strategic inflection point (a favorite term of Dr. Grove's). It would have been interesting if Burgelman would have stopped being a cheerleader for a moment and compared Intel to its closest analog: IBM of 10-15 years ago. Dr. Grove and Intel's "ESM" would be well-served to follow Dr. Grove's own advice and learn lessons from the past.
Still, a fascinating book, particularly for the competitive strategist. Not for the faint of heart.
Book Description
Here's why thousands of readers in business and management turn to Russell Ackoff for innovative and effective ideas: "Russell Ackoff has probably influenced more managers than any other living person.… Two of his books, Scientific Method (1962) and Redesigning the Future (1974), are the cornerstones of much of the theory and methods for systematic analysis of problems in management and planning." —APA Journal "Russell Ackoff is undoubtedly one of the great masters of this art…" [of storytelling as a means of conveying information]. —Omega, The International Journal of Management Science The Art of Problem Solving is… "A witty, literate, and most of all convincing reflection…. He shines an often bright light into corners where problems hide, showing the manager how to understand the consequences of his own behavior; identify real, rather than supposed, elements of problems; perceive another's aims; determine what is controllable; and deal with other nettlesome factors." —INC.
Customer Reviews:
A Classic revisited.......2005-02-24
I recently had reason to re-read this 1981 book and, as with so much of Ackoff's writing, was astonished at the freshness and relevance of a book that is now over 20 years old.
Ackoff is a brilliant and original systemic thinker. His concept of 'the mess', which needs to be formulated for planning ends and means, anticipated (1981) much later work based on complexity.
The book consists of two parts. The first Part is on our changing concept of the world, the corporation and of planning. The second Part works through:
* 'formulating the mess';
* ends planning in terms of idealized design, design of management systems and organizational design;
* means planning, expressed as formulating and evaluating alternatives;
* resource planning; and
* implementation and control of plans and planning.
'Formulating the Mess' is a key concept of Ackoff's.
"... a corporation's mess is the future implied by its and its environment's current behavior. Every system contains the seeds of its own deterioration and destruction. therefore the purpose of formulating the mess is to identify the nature of these often conceled threats and to suggest changes that can increase the corporation's ability to survive and thrive."
Ackoff then sets out three types of study:
1. a detailed systems analysis of the state of the corporation and the nature of its interactions with the environment
2. an obstruction analysis - identification of the obstructions to corporate development
3 preparation of reference projections
These together provide a picture of the future the corporation is now in, and provide the basis for ends, means and resource planning to work towards a more sustainable future.
The book was years ahead of its time and describes processes that remain highly relevant and useful. There are strong similarities between Ackoff's approach and that of Friend, J. and Hickling, A. Planning Under Pressure: The Strategic Choice Approach.
Average customer rating:
- Gorbachev's chapter - glasnost and sustainability
|
The Future of Sustainability
Manufacturer: Springer
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ASIN: 1402047347 |
Book Description
At the beginning of the 21st Millennium, outstanding visionary thinkers and scientists make a timely assessment as to the future prospects of mankind: In what direction are we heading? How can the world become more just and equitable, and how can future development be sustained to adequately address economic, social, and –perhaps most important– environmental issues?
This book provides a broad discussion on Sustainable Development, rethinking and improving its effectiveness as a paradigm of today and tomorrow by bringing together the visions and contributions of highly esteemed thinkers on the subject (
such as Herman E. Daly, Ernst Ulrich von Weizsäcker, Mikhail Gorbachev, Dennis Meadows and others). Communities, states, and transnational corporations must take steps to transform engrained practices and priorities. If they fail to do so, Sustainable Development will remain an abstract concept or a superficial catchword and will not become reality.
This publication is of special interest for university researchers and students, international experts and organizations in the field of Sustainable Development, but also for decision-makers of enterprises and the public sector worldwide. From each author’s thoughts, experiences and concerns the reader will learn about what the concept of Sustainable Development can really accomplish and where future needs for action are.
Customer Reviews:
Gorbachev's chapter - glasnost and sustainability.......2007-05-02
The book draws on contributions from an array of authors about the global vision of sustainability.
The most prominent author is Mikhail Gorbachev. His chapter is short but well written. He speaks of Glasnost or openness, but now applied to sustainability. The idea is to motivate and mobilise a global effort to improve the lot of millions everywhere. This is tied into the theme of global security. For with widespread poverty, there might always be the breeding ground for unrest and terrorism. Plus, economic development is seen as a key way to combat bigotry. Granted, unlike the other authors, Gorbachev probably had access to a speechwriter. Or maybe not. He does have a reputation of being quite literate and seriously concerned about world affairs. His chapter is eloquent and non-dogmatic. For example, he suggests that multinationals can be part of the solution to developing sustainable global economies. Whereas you will often see in the crowd that typically supports sustainability, a deep distrust of multinationals.
All this is not to deprecate the other authors in the book. Nothing wrong with the other chapters. But to a general reader, Gorbachev may be of greater interest.
Amazon.com
Everything we do is aimed at the future. Like our ancestors who millions of years ago took it upon themselves to do lunch instead of be lunch, the better we are at evaluating all possible futures, the better our future will be. Harvard Business School professor Howard Stevenson argues that predictability is a core human need and the more predictable we can make ourselves, the better we'll be able to predict our future and the futures of those around us.
Do Lunch or Be Lunch is a counterweight to the management trends that have swept business in the last few years. Trends such as reengineering, downsizing, and maximizing shareholder value will in most cases not be successful because they are fundamentally unpredictable for employees and employers alike. On the other hand, the more predictable a company can make itself, the more effective it will be. Stevenson peppers the book with his observations that come from his experience as an entrepreneur and founder of several businesses as well as his tenure on the board of directors for over 25 companies.
Book Description
Here is a refreshing antidote to the change manifestos and reinvention tracts that currently crowd the business bookshelves.
Do Lunch or Be Lunch is a provocative argument for predictability as the most powerful of management tools.
People join organizations to bring about a desired future. But to succeed, they must be able to predict the behavior of those around them. By the same token, they must make themselves predictable. It's mutual predictability that makes for successful organizations and helps people (and organizations) eat-not get eaten!
In a fresh and engaging style, Stevenson sounds the alarm on behalf of predictability. He shows how the deep need to predict and shape the future drives most of human behavior. Now, he argues, predictability is imperiled. This is true especially in business organizations, which undermine predictability when they arbitrarily dismiss employees or use self-interest as the basis for all decision-making. In fact, the organization that embraces predictability enhances its own effectiveness; by contrast, the company that thrives on unpredictability is not only inhumane, but also incompetent. Explaining that predictability and change are not mutually exclusive, Stevenson analyzes popular change programs like reengineering, continuous improvement, and restructuring as he makes a powerful case for understanding and preparing for the consequences of change before setting it in motion.
The book presents tools to hone predictive powers, make decisions, and measure risk, as well as to understand conflict and improve human interactions. It is as much a useful lens for individuals as they interpret their own lives as for corporations as they predict and improve on their own futures.
Passionate, down-to-earth, and highly readable,
Do Lunch or Be Lunch will entertain you, make you think, and prompt you to action-to become a leader in helping people cope with change and in ensuring a successful (and profitable) future.
Customer Reviews:
Disappointing and more Entertaing than Informative.......2006-03-07
More entertaining than informative, the content does not live up to the catchy and appealing title. Surprisingly, there is only one reference in the index to risk, a subject at the heart of predictability. References to Nikita Khrushchev, Richard Nixon, Bob Dole and the Rolling Stones add limited substantive value to the book. Chapter One did wet my appetite, but the rest was disappointing. By far the best book on the history, role and need for predictability I have read to date is Against the Gods: The Remarkable Story of Risk by Peter Bernstein.
Powerful ideas that do not hold together as well as they could........2006-01-25
The basic ideas of predictability and projectability as laid out in Do Lunch or Be Lunch are powerful ones. Stevenson makes a very good (and generally overlooked) point about why communities and corporations exist and what they are expected to provide in terms of framework and structure. There are many many companies today that could do with absorbing some of these home lessons. This book is aimed straight at the companies that are so busy maximizing share price that they forget the expectations of workers and customers alike.
The book works best as a kind of system analysis and is least useful when it reaches its chapter on practical tips and models. While some of the models are good, they do not seem to follow as organically as the earlier chapters and felt less relevant than the earlier high level outline of ideas.
The title is unfortunately misleading, leading many to think that this is a book about networking and not predictability. I was also irritated by the footnotes. The footnotes are arranged by chapter number but the header bar in the page only lists the chapter title, so I was forced into some irritating flipping back and forth to find the correct note.
The interesting ideas and high quality writing would make it a book that I would recommend. I suspect that its appeal would be largest to managers, potential entrepeneurs, or strategy consultants.
Powerful topic for leaders, managers and entrepreneurs.......2001-03-08
Howard Stevenson has identified one of the most powerful undercurrents of human relationships; predictability. I will admit that I read this book because I already knew him, but then found that the material pulled me in. As an entrepreneur, I had to convince many people to follow my ideas and plans. Although I prided myself on my sales skills, I was still sometimes humbled that people would trust me with hundreds of thousands or millions of their dollars. Do Lunch or Be Lunch helped me to understand how predictability impacted those decisions. It takes the lid off of one of the key ingredients to how people make decisions whether they relate to work, investments, love, or anything. Humans are constantly assessing and guessing their futures. If their future depends on you, it is wise to be honest, open, and easy to predict. By increasing your own predictability, you directly influence the comfort level of those around you. People will take on great hardships and difficulties when they know the risks. As a leader, you don't want to be one of them. This book should be read by managers, entrepreneurs, and anyone who needs to lead people.
-A retired CEO and current Venture Capitalist
over-rated book, pompous writing with little content........1998-09-25
Excellent subject. Poor subject exploitation in the book. Written in pompous professor-style which may amuse his students... I consider it a waste of my time. Excellent marketing job on the book, though... chapeau!
Readable but very simplistic.......1998-03-31
The authors have a good idea, but they really only have an essay's worth of material. The two concepts of predictability and projectability are useful, and should indeed serve as the basis for most decisionmaking, business or otherwise. However, the book as a whole is very light.
Average customer rating:
- Valuable "peak inside" at Saturn formulation & early days
- Tells The Truth About How an Experiment Turned Into Reality
|
Forming the Future: Lessons from the Saturn Corporation
Jack O'Toole
Manufacturer: Blackwell Publishers
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In the Rings of Saturn
ASIN: 1557868360 |
Customer Reviews:
Valuable "peak inside" at Saturn formulation & early days.......1998-06-18
Jack O'Toole relays an engaging discourse on the Saturn in the early "project" days. Though his perspective and stories may not contribute much in the way of meaningful insight for use at other firms hoping to emulate the pathway to success taken by Saturn (management, teams, marketing) it is invaluable in understanding the shift in mindset which resulted from Labor working with Management to define the rules of the game. For this reason, I give it a GREAT rating. It's a fantastic contrast to RivetHead-- another look at GM from the "inside"-- albeit, from a line worker's perspective. The two books are a great combination read to understand the issues that exist in transforming past US manufacturing practices and environments.
Tells The Truth About How an Experiment Turned Into Reality.......1997-08-01
Historically accurate. This book tells the behind-the-scenes events which formed Saturn Corporation, one of the best collaborative efforts by labor and management to date. Also gives insight into the problems that confront mentalities and human character that resist change.
- Frank J. Sherosky, Author of "Perfecting Corporate Character"
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- Gerry Frank's Where to Find It, Buy It, Eat It in New York (Gerry Frank's Where to Find It, Buy It, Eat It in New York (Regular Edition))
- Grant Writing For Dummies (For Dummies (Business & Personal Finance))
- Histology for Pathologists
- How to Buy, Sell, and Profit on eBay: Kick-Start Your Home-Based Business in Just Thirty Days
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