Additional information
by Julian Birkinshaw (Author)
The economic crisis was not just caused by a failure of regulation or economic policy; it was a story of the failure of management in a fundamental sense--a deeply flawed approach to management that encouraged bankers to pursue opportunities without regard for their long-term consequences, and to put their own interests ahead of those of their employers and their shareholders.
The revised edition of this best-selling book shows convincingly that many of today's major economic problems in the west can be traced to a failure of management. In this updated edition the author draws our attention to new examples of failed management, from Rupert Murdoch's News Corp, and the disaster at BP, to the ongoing problems in financial services companies such as UBS and RBS. Throughout the book the references and statistics have been updated, to make this a current, highly relevant analysis of the problems besetting modern business and how managers need to tackle them.
Front Jacket
The economic crisis was not just caused by a failure of regulation or economic policy; it was a story of the failure of management in a fundamental sense--a deeply flawed approach to management that encouraged bankers to pursue opportunities without regard for their long-term consequences, and to put their own interests ahead of those of their employers and their shareholders.
The revised edition of this best-selling book shows convincingly that many of today's major economic problems in the west can be traced to a failure of management. In this updated edition the author draws our attention to new examples of failed management, from Rupert Murdoch's News Corp, and the disaster at BP, to the ongoing problems in financial services companies such as UBS and RBS. Throughout the book the references and statistics have been updated, to make this a current, highly relevant analysis of the problems besetting modern business and how managers need to tackle them.
...a thoughtful, practical and readable tour that encourages the reader to reflect on the prosaic role of sleeves-rolled-up management
--Management Today, March 2010)
This book equips readers with a framework to start getting better at making smarter choices as to how they organise and manage.
--Director, March 2010
...this book is a major contribution to efforts at re-igniting the debate on the way we do things at work.
--People Management, September 2010
Best Business Book 2011 - Finalist - Thinkers50
One of the Best Business Books 2010
--strategy+business magazine
a must read for managers who want to build an organization that's truly fit for the future.
--Gary Hamel, best-selling author of The Future of Management
I read many books about management and leadership, but I have to admit this book is by far the best and most comprehensive I have ever been in contact with. It is well written with many good examples and easily read as it is written for people outside the academic world. I can highly recommend this for all people managers.
--Povl Mors, Director, Commercial training, Vestas Corporation (on Amazon.Com)
Back Jacket
REINVENTING MANAGEMENT
- argues that we need to recapture the essence of management: we need to start making smarter choices in how we get work done through other people. Management is a central driver of economic activity, and arguably even more important in today's economic climate than ever.
- develops the concept of a firm's Management Model: the deliberate choices made by top executives on four key dimensions: how they set objectives, motivate people, coordinate activities and make decisions. Too often companies subconsciously adopt the same Management Model as their competitors. But when developed carefully, a Management Model can become one of your key drivers of competitive advantage.
- helps you to make smarter choices in each of the four key dimensions of management. A traditional, hierarchical approach to decision making has its limitations, but so does tapping into the collective wisdom of your employees. The book explores the pros and cons of each set of choices, to help you develop a distinctive Management Model that can be become the basis for your firm's long-term success.
Author Biography
ABOUT THE AUTHOR
Julian Birkinshaw is Professor and Chair of Strategy and Entrepreneurship at the London Business School. He has PhD and MBA degrees in Business from the Richard Ivey School of Business, University of Western Ontario, and a BSc (Hons) from the University of Durham. He was awarded an Honorary Doctorate by the Stockholm School of Economics, 2009.
Professor Birkinshaw's main area of expertise is in the strategy and management of large multinational corporations, and on such specific issues as corporate entrepreneurship, innovation, subsidiary-headquarters relationship, knowledge management, network organizations, and global customer management. He is the author of ten other books, including Giant Steps in Management (2007), Inventuring: Why Big Companies Must Think Small (2003), Leadership the Sven-Goran Eriksson Way (2002) and Entrepreneurship in the Global Firm (2001), and over seventy articles in such journals as Harvard Business Review, Sloan Management Review, Strategy Management Journal and Academy of Management Journal. He is active as a consultant and executive educator to many large companies, including Rio Tinto, SAP, GSK, ABB, Ericsson, Kone, Petrofac, WPP, Bombardier, Sara Lee, HSBC, Akzo Nobel, Roche, Thyssen Krupp, UBS, PWC, Coloplast, BBC, Unilever and Novo Nordisk.
In 1998 the leading British Management magazine Management Today profiled Professor Birkinshaw as one of six of the "Next Generation of Management Gurus". He is regularly quoted in international media outlets, including CNN, BBC, The Economist, the Wall Street Journal, and The Times. He speaks regularly at business conferences in the UK, Europe, North America and Australia.
Professor Birkinshaw is co-founder with best-selling author Gary Hamel of the Management Innovation Lab (MLab), a unique partnership between academia and business that is seeking to accelerate the evolution of management.
