Six Simple Rules: How to Manage Complexity without Getting Complicated Hardcover – 28 Mar 2014
|New from||Used from|
- Choose from over 13,000 locations across the UK
- Prime members get unlimited deliveries at no additional cost
- Find your preferred location and add it to your address book
- Dispatch to this address when you check out
Frequently Bought Together
Customers Who Bought This Item Also Bought
Enter your mobile number or email address below and we'll send you a link to download the free Kindle App. Then you can start reading Kindle books on your smartphone, tablet, or computer - no Kindle device required.
To get the free app, enter your mobile phone number.
ADVANCE PRAISE for Six Simple Rules: Lamberto Andreotti, CEO, Bristol-Myers Squibb Company-- "Applying the rules of this book will help those looking to increase cooperation while also removing complicatedness in their organizations." Mukesh Ambani, Chairman and Managing Director, Reliance Industries Limited-- "We do not want best practices; they are not good enough for us. We want the next practices, and that is what the six simple rules are about." Erhard Friedberg, Professor DDr, h.c. emeritus, Sciences Po, Paris; Professor and Senior Advisor, School of Government and Public Policy (SGPP-Indonesia)-- "This book will prove seminal. It shows the essential contribution that good empirical social sciences can bring to management, how social sciences can be used to seriously analyze and change what people do at work, and the amazing results you can then produce." --Jorgen Vig Knudstorp, CEO, LEGO Group
About the Author
Yves Morieux is a senior partner and managing director in the Washington, DC, office of The Boston Consulting Group (BCG). He is a BCG Fellow and director of the BCG Institute for Organization. Peter Tollman is a senior partner and managing director in BCG's Boston office. He leads BCG's People and Organization practice in North America.
What Other Items Do Customers Buy After Viewing This Item?
Top Customer Reviews
As for the soft approach, it views an organization as "a set of interpersonal relationships and the sentiments that govern them. Good performance is the by-product of good interpersonal relationships. What people do is predetermined by personal traits, so-called psychological needs and mind-sets. In other words, to change behavior at work, change the mind-set (or change the people)."
What do Morieux and Tollman suggest? They wrote this book to explain how and why organizations can create more value with better management of complexity by abandoning both hard and soft approaches. What then?Read more ›
It starts with a clear, evidence-based explanation of the value and competitive advantage that exists for organisations that can master the increased complexity in their markets and environment. This growth in complexity stems from two trends. Firstly, shifting trade barriers and advances in technology that provide consumers with an abundance of choice. Secondly, the increase in the number of stakeholder groups each with their specific and sometimes conflicting demands.
The authors contrast the opportunities found within complexity with the threats of what they call `complicatedness'. They describe `complicatedness' as being the growth of burdensome organisation mechanisms and the additional structures, procedures,rules and roles that organisations put in place to manage the growth in complexity . The authors go on to consider the underlying root causes of this `complicatedness' from which the 6 simple rules are derived. Further insights are shared through a series of case studies.
The penny started to drop for me when reading the book for the second time. This paragraph on page 16 about autonomy and cooperation within organisations really struck a chord:
The rules are based on the premise that the key to managing complexity is the combination of autonomy and cooperation. These are the two words that people rarely think of going together, but it is precisely the combination of the two that are required to handle complexity without complicatedness.Read more ›
Most Recent Customer Reviews
In a world of complexity it is refreshing to find a book that puts it into perspective and gives you concrete tools and methods to control the organisational impact of that... Read morePublished 1 month ago by Ken Robson
For me, this went much further than the TED talk that prompted me to buy it. Recommended.Published 6 months ago by C. Hemingway
I am an avid reader of books on organizational development. The unfortunate effect of this is that the number of times that I am really exited about a book in this area is very... Read morePublished 12 months ago by Dirk
New ideas which will speak volumes to anyone suffering the frustrations of working in a large organisation. The ideas could have been expressed more clearly.Published 17 months ago by JLM
Excellent understanding of why business leaders need to take on board the principle that success lies in empowering people, not in ever more complicated efforts to control them.Published 21 months ago by ahunt