By Jules Goddard, Tony Eccles
This is for managers who understand that their corporations are caught in a frame of mind that flourishes on stylish company theories which are not more than people knowledge, and whose so-called thoughts are little greater than banal want lists.
It places ahead the inspiration that the appliance of unusual sense—thinking or appearing in a different way from different organisations in a fashion that makes strange sense—is the key to aggressive success.
Jules Goddard is a fellow of the Centre for administration improvement at London company School.
Tony Eccles is a vacationing professor of strategic administration at Cass company tuition, urban college, London.
Read or Download Uncommon Sense, Common Nonsense: Why Some Organisations Consistently Outperform Others PDF
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Extra info for Uncommon Sense, Common Nonsense: Why Some Organisations Consistently Outperform Others
Companies come to undergo an uncomfortable resemblance to class-based societies. differences among administration and employee, among white collar and blue collar, among workplace and store flooring, among salaried and hourly paid are basically caste differences. unique idea continues to be the province of a senior cadre of executives. Singularity of function unearths echoes in comparable words corresponding to “common objectives”, “strategic intent”, “unity of imaginative and prescient” and “shared values”. The implicit assumption is that alignment, consensus and unanimity are all unqualified benefits within the context of a functional supplier. variety of standpoint and plurality of values are deemed to be unhelpful. The dangerous side-effects of unanimity are that it crowds out interest, inhibits debate, fosters “group imagine” and reinforces myopia. In impact, it bets the farm on a unmarried point of view. while there's just one permitted model of the long run, and each different point of view is blasphemous, the constitution has develop into perilously brittle. The default to the keep an eye on loop whilst occasions get difficult Specialisation of job assumes that the service provider could be chunked up cleanly into jointly unique and exhaustive jobs, every one allotted to someone “holder”. therefore the task turns into the last word silo. it might glance neat on an employer chart however it hinders co-operation, hampers discussion and boundaries studying; and through emphasising own responsibility and making it more straightforward to indicate the finger of blame while issues get it wrong, it penalises entrepreneurship and engenders a risk-averse attitude. Standardisation of procedure is heavily on the topic of the hunt for most sensible perform. for instance, the style for enterprise procedure re-engineering has been pushed primarily through the phobia of being left in the back of. the belief that the answer is clear and that for that reason talents of implementation are what distinguish winners from losers breeds a tradition of compliance. such a lot swap programmes are top-down projects that get their self-righteousness from the unfounded trust that “people face up to change”. religion in panaceas stifles creativity and kills kind. top perform – the recipe for formulaic sameness * * * Operational excellence – doorknob sharpening * * * aggressive benchmarking – plagiarism run insurrection * * * Balanced scorecards – the bureaucrat’s revenge * * * functionality ambitions – insults for the conscientious * * * Annual budgets – the pathology of under-ambition * * * monetary incentives – bribes for loners and cynics * * * Organisational alignment – the terror of variety * * * Shared values – the extinction of individualism * * * specialist criteria – box-ticking for the risk-averse * * * Charismatic management – narcissism unbound 11 telltale indicators of a administration version biased in favour of keep an eye on on the rate of studying making plans of results rests at the assumption that the long run should be written with a similar self belief and accuracy because the prior.