Abandonment meetings, 92, 93–94
Adaptability
in implementation, 135
strength and, 95
Adenauer, Konrad, 246
Adler, Alfred, 219
Adorno, Theodor W., 129
Advice, 171–172
Akers, John, 7
Allen, Paul, 4
Artioli, Romano, 99
Assembly line work, 34–35
Assessments
as basis of decision making, 75
of performance and development, 158–159
of productivity, 38
Assets, effective use of, 114, 245
Assignments. See also Tasks
guide and monitor fulfillment of, 176–177
jobs and, 173–177
people decisions and, 25, 91, 127, 145, 174–177, 184
thinking through, 174–175
understanding, 176
Assumptions
decision making based on, 81
of responsibility, 248–251, 258–259
Attitude
performance, development and, 24, 63, 65
Augustine (saint), 25
Barezzi, Antonio, 216
Beatty, Jack, 214
Beauvoir, Simone de, 191–192
Becquerel, Antoine Henri, 191
Beethoven, Ludwig van, 204, 224
Berkshire Hathaway, 42
Bernstein, Leonard, 129, 231–233, 235
Bezos, Jeff, 140
Bill & Melinda Gates Foundation, 6, 42–43
Blair, Tony, 253
Bosses
effective cooperation and, 178, 179–182
making your boss effective, 180–181
never underestimating, 182
Welch on, 182
Braque, Georges, 166–168
Brin, Sergey, 101–103
Buffett, Warren, 40, 42–43, 171
Bugatti, Ettore, 98–99
Bush, George W., 213
Business, organization of
enabling employees to do their job and, 31
enabling executives to do their job and, 32
focus on what customers pay for and, 30–31
Business ethics, 241–242
Business mission, 3–6
choice and implementation of, 49
objectives and, 40–41, 123, 140
three building blocks of, 4–5
Business purpose
strategy and goals associated with, 29
Caesar, 133
Capital
allocation, 42
Careers, 183–185
Cézanne, Paul, 166–169
Chamberlain, Neville, 138
Chanel, Coco, 44–50
Changes
in market or sectoral structures, sudden, 84
from outside organizations, 22–23, 84
in perception, mood, and meaning, 84
recognizing change that has already occurred, 106
Chaplin, Charlie, 35
Characters
managers with strong, 62
performance and, 184
Chiang Kai-shek, 187
Churchill, Winston, 137–139, 141–142, 155
on Hopkins, 197
Marshall, Roosevelt, Stalin and, 174, 187
working method of, 205
Circumstantial constraints, 20
Clausewitz, Carl von, 134
Clear rules of conduct, 189
Clement VII (pope), 115
Clinton, Bill, 190
Clinton, Hillary, 190–192, 194
Colleagues
harnessing strengths of, 126–127
managing, 179
Collins, Jim, 172
Communication
with managers, 42
motivation through information and, 229–230
Competitive advantage, 7, 22, 47
Conductors (musical), 90, 117–119, 155. See also specific individuals
managers compared to, 118–119, 129–132, 232–233
Connors, Jimmy, 228
enjoyment from profession and, 234
objectives of employees and personal, 41
performance of organizations and individual, 115, 118–120
Cooperation, effective, 178–182
Copernicus, Nicolaus, 80–81
Corn Laws, 55
Corning Inc., 99
Corot, Camille, 166
Corporate culture
appraisal of, 65
effective management and, 152
of effectiveness and professionalism, 38, 150–153
people decisions and, 144–145
of performance and responsibility, 154
values and, 144
Corporate social responsibility, 24, 26, 241
Costs inside organizations, 42
Craftsmanship, 6
Cray, Ed, 188
Creative destruction, 60, 95–97
Creativity, 244–247
Critical dialogue, 170–171
Cubism, 168
Culture. See also Corporate culture of debate, 62
effective management and country, 41
Curie, Marie, 191
Curie, Pierre, 191
Customer value, 28
creating, 7–10
delivering, 47
performance, responsibility and, 150–153
Customers. See also Noncustomers
effective management and, 258–259
needs and requirements of, 8, 30, 47, 49, 74
organizations structured around, 27–33
proximity to, 47
relations with, 9, 22, 27–28, 30–31
what they’re willing to pay for, 30–31, 49, 74
Davis, Jacob, 208
Debate, culture of, 62
Decision making. See also Effective decision making; People decisions
advisors compared to decision-maker, 205
assessments as basis of, 75
based on assumptions, 81
based on missing or incorrect information, 54
differences of opinion and, 5, 12, 14, 148
implementation and, 15–16, 263–264
information for, 54, 56–57, 181
planning and, 135–136
Delegating, 198–199
Dell, Michael, 27–28, 30–33, 140
Dell Computer Corporation, 27–28, 30–33
Demanding tasks for high aspirations, 156–157
Dependency lists, 179–180
Development
assessments of performance and, 158–159
employees’ process of, 41
performance, attitude and, 24, 63, 65
research and, 8
responsibility and, 251
Dialogue partners, 166–172, 180
Differences of opinion
decision making and, 5, 12, 14, 148
Discussions on core issues, 62
Doing, learning by, 205
Drucker, Peter F., 57, 212–215
Adventures of a Bystander, 113
advice from, 172
on business purpose definition, 8, 10
on contributions, 212, 215, 221
The Economist and, 56, 212, 213
The Effective Executive, 90, 179
feedback and, 68
foreign languages and, 66
on leadership, 260
learning and, 205
The Practice of Management, 8, 63, 179
on responsibility and business ethics, 241–242
on Verdi, 217
Duty, 234–235
The Economist, 55–56, 212, 213
Edison, Thomas, 82–84
Education, 162–164. See also Training
Effective cooperation, 178–182
Effective decision making, 11–16
alternatives and, 14–15
defining what is right with, 13–14
recognizing and defining problem in, 12–13, 17–18
setting specifications with, 13
Effective management, xviii, 40–43
corporate culture and, 152
country culture and, 41
regarding customers, organizations and society, 258–259
essential principles for, 40–42
insights into, 261–264
three main areas of, xix–xxi
Effectiveness, 91
through information, 53
Einstein, Albert, 125–126, 128, 141
Eisenhower, Dwight D., 68, 155, 173, 175, 204
Ellison, Larry, 140
Embracing trust, 209–210
Employees. See also People decisions; Workers
business organization enabling, 31
development process of, 41
enabling employees to do their job, 31
nurturing people, 154–159
performance, development and attitude of, 24, 63, 65
personal contributions and objectives of, 41
Enjoyment from profession, 231–235
contributions and, 234
duty and, 234–235
high demands on yourself and, 234
results and, 233–234
Escher, M. C., 17–18
Executives, enabling, to do their job, 32
Expectations
motivation from high expectations about performance, 228
Expertise and specialist knowledge
contribution to whole through, 119–120
general knowledge compared to, 161–163
management know-how versus, xviii–xx, 163
Federer, Roger, 226–229
Feedback, 66–69
analysis, 126
as key to continuous learning, 67
self-management and, 68
Financial independence, 45, 47–50
Financial resources, 24, 63, 64
Focus
four secrets of, 113
implementation and, 262
managers and, 112–114
motivation by concentrating on strengths and efforts, 228
organizations and, 114–116
on single objective, 111–120
of time, 113
on what customers pay for, 30–31
Foreign languages, 66–67
Fortune 500, 28
Fortune magazine
advice and, 171–172
Buffett’s interview in, 42–43
Page’s interview in, 101
on Southwest Airlines, 151–152
on Welch, J., 143
Frankl, Viktor, 141, 219–222, 227, 235
Franklin, Benjamin, 201–202
Franz Joseph I (Emperor), 157
Frederick the Great, 133–134
Free trade, 55
Freud, Sigmund, 219
Friction, 134
Fuller, Richard Buckminster, 113
Functional reliability, 54, 68
Future
planning for, 135
recognizing future that has already happened, 104–107
Gates, Bill, 3–4, 6, 7, 140. See also Bill & Melinda Gates Foundation
on Sloan, 16
General Electric, 93, 120, 143–148. See also Welch, Jack
General knowledge, 161–164
General Motors, 9, 11–12, 16. See also Sloan, Alfred P., Jr.
Geocentric world view, 80–81
Gerstner, Lou, 7–10
Globalization, 47
Goals
business purpose associated with strategy and, 29
shared values and common, 139
Goebel, Heinrich, 82
Goethe, Johann Wolfgang von, 161–162, 202, 225
Good people
breathing space for, 148
opportunities for, 194
strengths and weaknesses of, 145
surround yourself with, 143–149
Google, 101–103
Governor, centrifugal or flyball, 67
Gracián, Baltasar, 66–67
Graf, Steffi, 191
Grameen Bank, 255–260
Great leaders, xvii–xviii
advice from, 172
IBM and, 24
Intel and, 58–61
Only the Paranoid Survive, 61
Guerrilla marketing, 86
Guillaumin, Jean-Baptiste Armand, 166
Halifax, Edward, 138
Hawking, Stephen, 196–197
Healthy eating, 252–254
Healthy skepticism, 60, 61, 62
Hearing yourself talk, learning by, 204–205
Hewlett-Packard, 32, 154, 159. See also Packard, David
Heyse, Paul, 246–247
High demands on yourself, 234
High equity ratio, 48
Hippocratic Oath, 241
Hiring. See Jobs; Nurturing people; People decisions
Hopkins, Harry, 197
Horowitz, Vladimir, 148
Humboldt, Alexander von, 160–162, 165, 246
IBM
Gerstner and, 7–10
Grove and, 24
Intel and, 60
Microsoft and, 4
Watson at, 8
Icons, xv–xvii, xxi–xxii, 169, 191
Ideas, implementation of, 73–76, 83
Image, 25–26
Immelt, Jeff, 146
Implementation
adaptability in, 135
choice and business mission, 49
decision making and, 15–16, 263–264
focus and, 262
objectives and, 261–262
problems arising during, 12
scheduling time and, 262–263
of strategy, 25
Improvements, potential, 123
Individual contributions and performance of organizations, 115, 118–120
Individual productivity, 36–37
Information
absorbing, by reading or listening, 204
for decision making, 54, 56–57, 181
effectiveness through, 53
exchange of, 181
harnessing, 51–54
from inside organizations, 52–54
knowledge workers and, 52–53
list of recipients of, 53
missing or incorrect, 54
motivation through communication and, 229–230
about noncustomers, 56
from outside organizations, 54, 56–57
personal responsibility and, 53–54
productivity through, 53
system for gathering, 56–57
Innovations, 24, 63. See also specific individuals
capability for, 41
creative destruction and, 95–97
managing, xix–xxi, 152
market observation and, 74–75
pilot test for, 79
productivity of knowledge and, 36
seven main sources of, 83–84
systematic approach to, 82–84
defining, 64
judgment of, 75
measuring, 74
Intel, 58–61, 60. See also Grove, Andy
Internet, 39, 101–103, 147, 194
Jobs. See also Enjoyment from profession
assignments and, 173–177
for disabled people, 127
enabling employees to do their job, 31
enabling executives to do their job, 32
job descriptions and tasks, 174–175
job design, motivation through people decisions and, 229
job title, 36
Jodl, Alfred, 68
Jones, Reg, 146
Jordan, Michael, 24
Karajan, Herbert von, 89–90, 113
Kelleher, Herb, 25, 150–152, 172
Kennedy, Jackie, 48
Kepler, Johannes, 80
Knight, Phil, 22–26
Knowledge. See also Expertise and specialist knowledge
access to, 51
general, 161–164
innovation based on new, 84, 102
interdisciplinary approach to, 98–100, 164–165
management, 37–38
as resource, 144
Knowledge organizations, 38–39
Knowledge society, 144, 164, 179, 193
Knowledge workers
information and, 52–53
Koechlin, Maurice, 77–78
Krames, Jeffrey, 214
Kreisky, Bruno, 237
Kroc, Ray, 104–107
Labor productivity, 34–38
Lafley, Alan G., 171
Lagerfeld, Karl, 48
Lauda, Niki, 236–239
Leadership, 259–260
Leading by example, 139–140, 188, 242, 251
Lenovo, 33
Leo X (pope), 114
Leroy, Louis, 168
Levi Strauss & Company, 208–209
Life plan, 212–215
Lincoln, Abraham, 52
Long-term objectives, 200
Loving or feeling devoted to someone, 221
Maciariello, Joseph A., 214
Mahler, Gustav, 118, 129–130, 132, 157, 232
Management. See also Effective management; Self-management
knowledge, 37–38
by objectives and self-control, 119, 129–132
as responsibility, 249
results-driven approach of, 121–124
scientific, 34–35
by walking around, 159
Management know-how, xv–xx
expertise and specialist knowledge versus, xviii–xx, 163
as key to success, xv–xix
Managers
communication with, 42
conductors compared to, 118–119, 129–132, 232–233
definition of, 12
in effective decision making, 12, 164
focus and, 112–114
leading by example, 139–140, 188, 242, 251
performance, development and attitude of, 24, 63, 65
quality of, 42
with strong characters, 62
Welch, J., on, 120
Managing
organizations, xix–xxi
workers, 179
Markets. See also Shared market
observation of, innovations and, 74–75
sudden changes in sectoral structures or, 84
and target groups, clearly defined, 48
Market leaders, 47–48
Market research, 79
Market standing, 24, 41, 63, 64
Marketing, guerilla, 86
Marshall, George, 155, 173–177
Churchill, Roosevelt, Stalin and, 174, 187
integrity of, 186–187
on Patton, 205
Mateschitz, Dietrich, 85–86
Matisse, Henri, 167–168
Maximum profit, 48–49
McCain, John, 181
McCarthy, Joseph, 187
McDonald, Richard and Maurice, 104–105
McDonald’s fast-food restaurants, 104–107
McEnroe, John, 228
McLuhan, Marshall, 113
Meaning, search for, 219–222, 227
by loving or feeling devoted to someone, 221
by turning suffering into achievement, 221
Means, measures and objectives, 135
Meetings
for productivity, 38
Mengelberg, Willem, 129
Menuhin, Yehudi, 155
Menzel, Adolph von, 224
Messner, Reinhold, 194
Michelangelo Buonarroti, 111–112, 114–116, 169–170, 224, 246
Microsoft, 3–4, 6, 38–39. See also Gates, Bill
Miklauz, Stefan, 238
Minimum acceptable outcome, 20–21
Moltke, Helmuth von, 134
Monthly report, additional first page in, 87
Moore, Gordon, 58–59
through communication and information, 229–230
by concentrating on strengths and focusing efforts, 228
from high expectations about performance, 228
through people decisions and job design, 229
through remuneration and promotion, 230
from results and contribution to whole, 227
from thinking constructively, 228–229
Munger, Charlie, 42
Napoleon Bonaparte, 133
NASA, 99–100
Needs, 4–5
and requirements of customers, 8, 30, 47, 49, 74
Neo-Impressionism, 166, 168–169
Newcomen, Thomas, 66
Nietzsche, Friedrich Wilhelm, 222
Nike, 22–26
NIKI airline, 237–238
Noncustomers
information about, 56
Nurturing people, 154–159
by assessment of performance and development, 158–159
with demanding tasks for high aspirations, 156–157
by drawing on strengths, 157
within organizations, 156
with suitable post and right superior, 158
Obama, Barack, 178–179, 181, 183–185, 191, 194
Objectives. See also Shared objectives
business mission and, 40–41, 123, 140
conditions for, 124
criteria for, 131–132
of employees, personal contributions and, 41
implementation and, 261–262
key areas for performance targets and, 24–26, 63–65
long-term, 200
management by objectives and self-control, 119, 129–132
means, measures, and, 135
of organizations, 38, 115, 119–120
results as basis for measuring attainment of, 131–132
setting and defining, 123–124
single, focus on, 111–120
Oliver, Jamie, 252–254
Opportunities
exploitation of, 48, 101–103, 102, 238–239
for good people, 194
problems compared to, 18, 86–87, 236, 240
Organizations. See also Business, organization of; Knowledge organizations
changes from outside, 22–23, 84
costs inside, 42
dependencies within and outside, 180
developing strengths of, 128
effective management and, 258–259
focus and, 114–116
individual contributions and performance of, 115, 118–120
information from inside, 52–54
information from outside, 54, 56–57
managing, xix–xxi
nurturing people within, 156
objectives of, 38, 115, 119–120
productivity of, 37–38
results outside, 42
society of, xvi
structured around customers, 27–33
three fundamental questions about, 29–33
values and, 139–141
working methods in types of, 206
Outcomes
minimum acceptable, 20–21
predictions compared to, 67
Page, Larry, 101–103
Patton, George, 145, 173–176, 205, 229
Paul III (pope), 115–116
Pennant-Rea, Rupert, 55–56
People
nurturing, 154–159
as resources, 155
People decisions. See also Employees; Good people; Workers
assignments and, 25, 91, 127, 145, 174–177, 184
basic premises about, 145–148, 174–177
considering several candidates, 146, 175
corporate culture and, 144–145
in interests of company, 193
motivation through job design and, 229
responsibility for incorrect, 177
speaking with colleagues and superiors of candidates, 176
staff selection, 188–189
surrounding yourself with better and brighter people, 147–148
time for, 146–147
track record in, 175–176
Welch, J., and, 143–148, 174, 229
Perfection, striving for, 216–218
Performance. See also Innovation performance; Productivity
assessment of development and, 158–159
character and, 184
corporate culture of responsibility and, 154
customer value, responsibility and, 150–153
development, attitude and, 24, 63, 65
motivation from high expectations about, 228
of organizations, individual contributions and, 115, 118–120
tangible results and, xix
targets and objectives, key areas for, 24–26, 63–65
working methods and, 203–204
Personal contributions and objectives of employees, 41
Personal responsibility, 53–54
Phidias, 218
Physical resources, 24, 63, 65
Picasso, Pablo, 166, 168, 244–245
Pilot test, 79
Pissarro, Camille, 101, 166–171
Planning, 133–136
Positive attitude, 236, 239–240
Poverty, 255–260
Presidential election, 2008 U.S., 102
Problems
arising during implementation, 12
opportunities compared to, 18, 86–87, 236, 240
recognizing and defining, 12–13, 17–18
assessment of, 38
individual, 36–37
through information, 53
of knowledge workers, 35–38, 120
labor, 34–38
meetings for, 38
of organization, 37–38
question about, 64
value creation as parameter for, 38
of workers, 34–38
corporate culture of effectiveness and, 38, 150–153
Purposeful abandonment, 89–94
basic considerations for, 91–92
procedures for, 92–94
Rachmaninov, Sergey, 148
Rattle, Sir Simon, 90, 117–118, 233
Red Bull, 85–86
Renoir, Auguste, 166, 167, 168
Research and development, 8
Resources
knowledge as, 144
people as, 155
Responsibility. See also Corporate social responsibility
acting responsibly, 241–243
assumption of, 248–251, 258–259
business ethics and, 241–242
corporate culture of performance and, 154
customer value, performance and, 150–153
development and, 251
for incorrect people decisions, 177
leading by example and, 251
listening, learning and, 250
management as, 249
personal, 53–54
results and, 250
standing by, 250
tasks and, 250
world, 139
Results
as basis for measuring attainment of objectives, 131–132
enjoyment from profession and, 233–234
motivation from contribution to whole and, 227
outside organizations, 42
performance and tangible, xix
responsibility and, 250
results-driven approach of management, 121–124
Reuter, Paul Julius, 51–52
Risk, minimizing, xvi, 68
Roddick, Anita, 191
Rodzinski, Artur, 232
Roosevelt, Franklin D., 186, 197
Churchill, Marshall, Stalin and, 174, 187
as listener, 204
Rubinstein, Arthur, 128
Ruiz, Hector, 172
Schmidt, Eric, 102
Schoenberg, Arnold, 96–97
Schopenhauer, Arthur, 66–67
Schultz, Howard, 171
Schumacher, Michael, 121–124
Schumann, Clara, 191
Schumpeter, Joseph Alois, 60, 87, 95–96
Scientific management, 34–35
Self-control, management by objectives and, 119, 129–132
Shared market, 115
Shared objectives
powerful partners to attain, 259
Shared technology, 115
Shockley, William, 58–59
Signac, Paul, 168
Sisley, Alfred, 166
Sistine Chapel, 111–112, 115, 224
Skepticism, healthy, 60, 61, 62
Sloan, Alfred P., Jr.
on differences of opinion, 12, 62
Gates on, 16
General Motors and, 9, 11–12, 16
Society. See also Knowledge society
effective management and, 258–259
of organizations, xvi
Solomon (King), 19–20
Southwest Airlines, 25, 150–152, 172
Specialists, 185. See also Expertise and specialist knowledge
Specifications, setting, 13
Sphere of action, 55–57
Stop-doing lists, 92–93
Strategic inflection points, 61–62, 65
Strategy. See also Planning
back-to-basics, 159
context and, 22
as evolutionary process, 24
fine-tuning, 22–26
and goals associated with business purpose, 29
implementation of, 25
structure and, 29
Strauss, Levi, 208–209
Strengths, 5
adaptability and, 95
awareness of unique, 112
drawing on your own, 125–126
harnessing of colleagues’, 126–127
motivation by focusing efforts and concentrating on, 228
weaknesses and, xxii, 5, 29, 68, 126–127, 145, 157
Strozzi, Giovanni, 111
Structure
organizations structured around customers, 27–33
strategy and, 29
sudden changes in market or sectoral structures, 84
Success
Chanel on, 50
exploiting, 85–88
as learned, xv–xvii
management know-how as key to, xv–xix
Suffering into achievement, turning, 221
Sunzi (Sun Tzu), 133
Tasks
high aspirations and demanding, 156–157
job descriptions and, 174–175
promotion and big, 184–185
responsibility and, 250
time for, 200
Taylor, Frederick Winslow, 34–35
Teachers, 169
Technologies
exploiting opportunities from new, 101–103
relevant, 31
shared, 115
Thinking constructively, 228–229, 236–240
Time
delegating, 198–199
effective and efficient use of, 199–200
eliminating wastes of, 198
focus of, 113
implementation and scheduling, 262–263
intelligent use of, 196–200
keeping records of activities, 198
for people decisions, 146–147
for tasks, 200
Total Factor Productivity (TFP), 35
Track record, 175–176
Training, 37
Truman, Harry, 248–249
as listener, 204
Turner, Ted, 172
Turner, William, 168
The unexpected, 83
Unique events, 13
V for victory sign, 141–142
Values. See also Customer value
being true to, 137–142
conflict of, 141
corporate culture and, 144
creation and productivity, 38
organizations and, 139–141
van Gogh, Vincent, 166
Vasari, Giorgio, 91
Verdi, Giuseppe, 216–218
Watson, Thomas, Sr., 8
Weaknesses, strengths and, xxii, 5, 29, 68, 126–127, 145, 157
Welch, Jack, 140
advice from, 172
on bosses, 182
Fortune magazine on, 143
on managers, 120
on mentors, 170
people decisions and, 143–148, 174, 229
purposeful abandonment and, 93
Welch, Suzy, 140
Winograd, Terry, 101
Women
harnessing potential of, 190–195
microcredit and, 256–258
Workers. See also Knowledge workers
exploitation of, 25–26
managing, 179
productivity of, 34–38
Working methods, 201–207
absorbing information and, 204
fundamentals on, 202–203
improving, 199
learning and, 204–205
methodological tools for, 206–207
performance and, 203–204
types of, 205–206
Writing, learning by, 204
Young, Simone, 191
Yunus, Muhammad, 255–260
Zola, Émile, 167