Authors, Jeremy Hope, Peter Bunce and Franz Röösli take us through how we can achieve an empowered and adaptive organization based on 12 management principles. Think of the organisation as an obedient machine (where the assumption is everything is controllable) and compare it to the adaptive systems view in this book where the leadership style is more flexible, creative and empowering. But still in control.
Each principle is first summarised and then given its own chapter in which there are detailed lessons and case studies to learn from. I really like how, at the end of every chapter they highlight key points to consider for your organisation and provide suggestions for caring and ethical leadership styles that govern, not dictate. Something many organisations should consider incorporating into their own management styles. In fact, it's a must for any leader!
I have over 20 years' experience as a senior manager and over 30 years in industry. During that time I have completed management qualifications at Certificate', Diploma' and MBA level. So what? I have read many management books during this period. I have used these as benchmarks to review "The Leader's Dilemma". I think it is well written and would augment any aspiring young manager's studies. The book gives an overview of the causes of the current recession -so it gets good marks for being up to date -today. It then sets out 12 "Principles" which basically cover values, governance, transparency (which was absent in the recent melt down), teams, accountability, goals, rewards etc. It says that people are an organisation's greatest asset -nothing new in that. It then sets out the way forward for organisations which encourages reviewing mindsets (paradigms),creating a new vision and getting a buy in from the staff. How many organisations have the time or inclination to listen / read management textbooks whilst they fight off the latest alligator? -Not many. This applies to most management books in my view -not this one in particular. This book -like many others - appeals to the top bosses to see the light and bring about change. But most are trying to survive, and cutting human resources first when things go wrong - a high fixed cost. (I would do the same). Conclusion? The book mentions many gurus (some from the distant past), and as an academic book I think it is very good. But the key is how any manager can apply/adapt the relevant parts to his/her own situation -and get the buy in of others in the organisation. Change is inevitable - this book provides good food for reflection -but it's down to the individual what they take from it
on 8 May 2011
"The Leader's Dilemma" is a must read for every responsible and future orientated business man who is asking himself how to better manage organisations with structures reflecting a globalised, knowledge focused business world and human working society. The book sets a new entrepreneurial paradigms for companies and shows how to achieve it. The authors ask the right questions about the way we organize our businesses today and show where we all need to improve our inadequate systems to compete in the future. They offer actionable answers and define important benchmarks for change, not just of our organisational business structures but also where it does matter even more: In our managerial habits, business ideologies and thought definitions which are based in beginning of the modern industrial age and pose little answers to todays market and business needs.
In this regard "The Leader's Dilemma" shows how vital it is for a company that their organisation fosters the entrepreneurial skills of the people in all parts of a company, trusting them with information and giving them time to think, reflect, share, learn and improve in a less hierarchy environment.
The book demonstrates that less control does not mean that managers loose it but that a company actually keeps it by relieving employees from suffocating in a strong bureaucracy and unproductive control system which only make people think in limited directions. An entrepreneurial system as proposed on the other hand allows people to think different within a company and therefore they remain the source of sustainable competitive knowledge exchange and advantage in todays information based industrial age.
Hopefully many will read this book and then start to implement these learnings and ideas in their companies. More thought and entrepreneurship would do us all good if we want to achieve a sustainable and responsible global management and business environment in the future with less crisis.
on 9 May 2011
The Leaders Dilemma is a well written book that supports Fons Trompenaars assertion that global leaders of the future need to excel at managing and reconciling dilemmas. Together Jeremy Hope, Peter Bunce and Franz Röösli , three of the four founding members of the Beyond Budgeting Round Table ,challenge mainstream business schools against `the pursuit of misguided models'. As an alternative using a variety of practical examples the authors provide 12 principles to help the reader think through methods of building empowered and adaptive organisations without losing control.
This book is highly recommended for managers and leaders who want to act innovatively in creating new organisation designs that add breakthrough value.