In Search of Excellence: Lessons from America's Best-Run Companies
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The "Greatest Business Book of All Time" (Bloomsbury UK), In Search of Excellence has long been a must-have for the boardroom, business school, and bedside table.
Based on a study of forty-three of America's best-run companies from a diverse array of business sectors, In Search of Excellence describes eight basic principles of management -- action-stimulating, people-oriented, profit-maximizing practices -- that made these organizations successful.
Joining the HarperBusiness Essentials series, this phenomenal bestseller features a new Authors' Note, and reintroduces these vital principles in an accessible and practical way for today's management reader.
Semiconductors,” Business Week. Feb. 16. 1981, p. 60. 213 “the salesman’s company”: C. Barron, “British 3M’s Multiple Management,” Management Today, March 1977, p. 57. 216 One of Roger Smith’s stated priorities: Amanda Bennett, “GM’s Smith Wants Leaner Firm, More Rivalry Among Its Divisions,” Wall Street Journal, May 21, 1981, p. 43. 216 Management decided, even then: Oscar Schisgall, Eyes on Tomorrow: The Evolution of Procter & Gamble (Chicago: J. G. Ferguson, 1981). P 162. 217 “Digital’s
absolutely, in terms of productivity and quality standards. We no longer make the best or most reliable products and we seldom make them for less, especially in internationally competitive industries (e.g., autos, chips). The first wave of attack on the causes of this problem focused on government regulators. That, however, seemed to be an incomplete answer. Then, in mid-1980, the quest for root causes took thoughtful executives, business reporters, and academics alike into the heartland of
as Science — and others — have noted, the program has led to wholesale deferrals of difficult work, embarrassing accidents, expensive redesigns, erratic staffing, and the illusion that everything is running well. “The net effect of this management approach,” says Science, “has been an absence of realistic plans, inadequate understanding of the status of the program, and the accumulation of schedule and cost deficits without visibility.” Nowhere has the problem been more obvious than in the
produce the Show for our Guests. Our job every minute is to help Guests enjoy the party.” People are brought into the culture early. Everyone has to attend Disney University and pass “Traditions I” before going on to specialized training. Pope says: Traditions I is an all-day experience where the new hire gets a constant offering of Disney philosophy and operating methodology. No one is exempt from the course, from VP to entry-level part-timers…. Disney expects the new CM [cast member] to know
we develop a reliable product for our OEM [original equipment manufacturer] customers and other end users.” (Interview) Schlumberger: “While sometimes a competitor will be first with a given item, when Schlumberger introduces the product it will be more complete and of better quality.” (Dun’s Review) IBM: Going back to its early days, IBM has seldom put products on the market that are right in the forefront of new technology. UNIVAC and others have all showed the way; IBM has learned from