Shame things never lasted.
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An excellent book for the Executive looking to make changes. As the previous review states, it is a great source for ideas.
However, as good as this book is, it is showing its age somewhat. As an employee of the very same company described in the book, I freely admit that culture, methods and Managerial attitude here have slipped back to the bad old days - if not worse.
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Vertical blast-off of a new culture
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Anybody thinking that a company can change its culture or values by formulating a list and sending them to the employees should read this book. The readers are in for a shock. The book can save them a lot time. Formulating a list of new values and sending them to the employees is a waste of money. If they really want to change values the books tells what it takes; it is far more than the reader can have imagined. The book provides excellent information of the "how to implement" type. It is a treasure chest of ideas. The book may scare some mangers because the program described is so immense. British Aerospace is a very large company with a lot of it that was wrong. Fortunately many companies have a better starting position so that also a more modest program can be successful. But as the authors often repeat unless (1) the program is driven by the Chief Executive and (2) the Chief Executive "walks the talk", meaning he demonstrates with his behaviour that he applies the values in his actions, value change or cultural change will not happen. It is not the type of program that can be delegated to the personnel department, the legal department or the company secretary.
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United States | 
United Kingdom | 
Canada