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People join organizations to bring about a desired future. But to succeed, they must be able to predict the behavior of those around them. This title presents an argument for predictability as the most powerful of management tools. It says that - it`s mutual predictability that helps people (and organizations) eat - not get eaten. Printed Pages: 294. Buchnummer des Verkäufers 73459
Inhaltsangabe: Human beings crave predictability. We want to know what the future holds--and will go to great lengths to find out. We have to anticipate what is coming at us, and that requires making tough choices in real time. Predicting the future is extremely difficult. It involves skills of observation, simplification, categorization, and generalization that have to be honed and practiced. Stevenson describes the power of predictability and warns that many of today's corporations are acting in ways that undermine this very basic need. Through their actions, they are damaging our abilities to shape our futures and, as a result, are undercutting their own legitimacy. We join organizations because they help us be mutually predictable to each other, and therefore they help us take action in highly complex surroundings. A Library Journal Best Business Book of the Year. "Stevenson, part mathematician, business professor, and humorist, gives readers the tools to assess what may happen in the future and how to work toward achieving that goal."--USA Today "Do Lunch or Be Lunch is a tour de force of finding one's way through the modern business world."--Simply Tax "I'm pretty sure that business books that are this much fun and so stimulating are illegal. This book is spectacular, a true gem."--Eileen C. Shapiro, author of Fad Surfing in the Boardroom "This is a thoughtful and pathbreaking book, written by that very rare person who is both thinker and doer. Howard Stevenson is one of the few professors to actually go out there and practice what he preaches, and one of the few successful entrepreneurs to come back and write about it. So, when he focuses on predictability - the kind that helps you do goodwhile doing well - the result is worth paying a lot of attention to, both personally and organizationally. In the midst of lots of fluff written about business, this is a reflective book of great substance."--Stan Davis, author of Future Perfect and co-author of Blur
Review: 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.
Titel: Do Lunch or Be Lunch: The Power of ...
Verlag: Harvard Business School Publishing India Pvt. Ltd.