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4 of 4 people found the following review helpful
5.0 out of 5 stars Shoud be on Every Manager's Bookshelf
At just a little over 200 pages, this is a brilliant compilation of 50 giant steps in management. Professor Julian Birkinshaw and Michael Mol condense a wealth of knowledge into a brief 3-4 page overview of each giant step. But, because of their extensive research into these concepts, they bring insights and anecdotes into each brief summary that I hadn't come across in...
Published on 8 Dec. 2007 by Brian Mulconrey

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1 of 2 people found the following review helpful
1.0 out of 5 stars Weak resume of advancements in management theory
Mol & Birkinshaw's treatise is a fluently written resume of 100 years of management history. However, it lacks a consistent framework explaining why some technique, model or tool is included and others not. TQM is included, ISO 9000 and Business Excellence are not. Communities of Practice is included, Learning Organizations and Knowledge Based Organization are not. As...
Published on 19 May 2009 by Steen Martiny


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4 of 4 people found the following review helpful
5.0 out of 5 stars Shoud be on Every Manager's Bookshelf, 8 Dec. 2007
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This review is from: Giant Steps in Management: Innovations That Change the Way You Work (Financial Times Series) (Paperback)
At just a little over 200 pages, this is a brilliant compilation of 50 giant steps in management. Professor Julian Birkinshaw and Michael Mol condense a wealth of knowledge into a brief 3-4 page overview of each giant step. But, because of their extensive research into these concepts, they bring insights and anecdotes into each brief summary that I hadn't come across in having read whole books on many of these innovations.

The book groups the concepts by category so that we have PROCESS (everything from the assembly line to six sigma), MONEY (from cost accounting to the balanced scorecard), PEOPLE, INTERNAL STRUCTURES, CUSTOMER AND PARTNER INTERFACES, INNOVATION AND STRATEGY, and INFORMATION EFFICIENCY (from operations research to ERP). The authors also fill the book with a gripping human touch by telling the stories of the management innovators at the center of these concepts. From Toyota's president Taiichi Ohno recounting how he got the idea for Toyota's kanban system by observing American supermarkets to the story of Kate Hudson at Kodak introducing the idea of "non-core" functions when she outsourced Kodak's data center operations in 1989.

Reading "Giant Steps in Management" will not only help you to sound like an expert when talking about the history of management, it will also help to shape your thinking about the NEXT STEPS IN MANAGEMENT!
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1 of 1 people found the following review helpful
4.0 out of 5 stars New Lens on Management, 30 Dec. 2008
This review is from: Giant Steps in Management: Innovations That Change the Way You Work (Financial Times Series) (Paperback)
Mol and Birkinshaw have written a painstaking and readable account of the key innovations in management practice over the last century. Be it Motorola's development of Six Sigma to a brief history of 'T groups' they cover many diverse bases from a process, financial, people, organisation design and strategy perspectives.
Well done authors in pulling these perspectives together in one place.
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1 of 2 people found the following review helpful
1.0 out of 5 stars Weak resume of advancements in management theory, 19 May 2009
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This review is from: Giant Steps in Management: Innovations That Change the Way You Work (Financial Times Series) (Paperback)
Mol & Birkinshaw's treatise is a fluently written resume of 100 years of management history. However, it lacks a consistent framework explaining why some technique, model or tool is included and others not. TQM is included, ISO 9000 and Business Excellence are not. Communities of Practice is included, Learning Organizations and Knowledge Based Organization are not. As the book's title is "Giant Steps in Mngt", what precisely is the objective criteria of being "giant"?
The book also lacks a consistent way presenting the individual step. Eg: What "is" TQM? Not an easy question to answer since each management step evolves during its life span. But not wrestling with this question do causes a fluffy content. The total absence of figures and other graphical material add to this.
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