Fad Surfing in the Boardroom: Managing in the Age of Instant Answers

Fad Surfing in the Boardroom: Managing in the Age of Instant Answers

Fad Surfing in the Boardroom: Managing in the Age of Instant Answers

Fad Surfing in the Boardroom: Managing in the Age of Instant Answers

Synopsis

Fad Surfing in the Boardroom has been hailed by critics whose only regret is that (Shapiro) didn't write ten years ago....Eileen Shapiro doesn't miss a trick....(The Fad Surfer's Dictionary) is hard to resist.

Excerpt

The High-Stakes Thrills of Fad Surfing in the Boardroom

Fad Surfing The practice of riding the crest of the latest management panacea and then paddling out again just in time to ride the next one; always absorbing for managers and lucrative for consultants; frequently disastrous for organizations.

Welcome to the fad-surfing age, complete with a seemingly endless supply of programs and mantras for accomplishing "breakthroughs" in performance and achieving "world-class" results. To review just a few of the options: you can, if you wish, flatten your pyramid, become a horizontal organization, and eliminate hierarchy from your company. You can empower your people, open your environment, and transform your culture. You can listen to your customers, create a customer- focused organization, and commit to total customer satisfaction. You can do the "vision thing," write a mission statement, and put together a strategic plan. You can improve continuously, shift your paradigms, and become a learning organization. You can devote yourself and your company to total quality management. Or you can reengineer your corporation, with the intent, in the words of the original reengineers, of creating a "business revolution."

How to make sense of these options and put them to work for you is what this book is about. Each of them, in fact, has value and can create good results--when carefully selected as a means to achieve specific operating and performance goals and modified to meet the needs of a particular organization. Each . . .

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