Succinct and skillfully written; an eye-opener for business leaders.
A debut book precisely defines a business improvement model.
Duryea, who spent three decades as an innovation specialist and worked on over 60 enhancement projects, clearly lays out a plan for implementing a strategy for business improvement. The author is nothing if not direct; he states that the common thread in every improvement project failure is “that leadership did not implement a project that empowered the organization’s most basic goal. The most basic goal is the organization’s core business model.” He goes on to discuss this model in detail but first defines “The Law of Business Reality—Organizations serve customers in a profitable way or cease to exist.” This description is typical of Duryea’s exceedingly lucid prose, one of the assets of the book. Equally strong is the volume’s tight organization into three parts with chapters that treat discrete aspects of a business improvement model, building one upon the other. Part 1 addresses three basics: the business reality law and core model as well as “influencers” of the model. Part 2 concerns business processes, smartly divided into two sets—one comprises courses generally applied to all businesses, and the other is industry-specific. Of particular interest in Part 2 are three industry examples: professional services, financial services, and manufacturing. Processes for these industries are described in text and illustrated in a useful chart that identifies similarities and differences. Part 3 discusses how processes are enabled within businesses. Describing implementation, this last part includes a discussion of internal and external resources and their applications as well as a particularly engaging commentary on technology enablement. Here, the author makes a key point: While technology is critically important, it “is not a core business model. More specific technology cannot fix a broken core business model or replace the need for a core business model.” At the close of each chapter of this impressive book, Duryea adds another step to his business improvement model so that, by the end of the work, it comprises a complete 15-step program—a nice technique.
Succinct and skillfully written; an eye-opener for business leaders.Pub Date: July 28, 2015
ISBN: 978-1-4908-8607-7
Page Count: 200
Publisher: Westbow Press
Review Posted Online: Feb. 15, 2018
Kirkus Reviews Issue: April 15, 2018
Review Program: Kirkus Indie
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our...
A psychologist and Nobel Prize winner summarizes and synthesizes the recent decades of research on intuition and systematic thinking.
The author of several scholarly texts, Kahneman (Emeritus Psychology and Public Affairs/Princeton Univ.) now offers general readers not just the findings of psychological research but also a better understanding of how research questions arise and how scholars systematically frame and answer them. He begins with the distinction between System 1 and System 2 mental operations, the former referring to quick, automatic thought, the latter to more effortful, overt thinking. We rely heavily, writes, on System 1, resorting to the higher-energy System 2 only when we need or want to. Kahneman continually refers to System 2 as “lazy”: We don’t want to think rigorously about something. The author then explores the nuances of our two-system minds, showing how they perform in various situations. Psychological experiments have repeatedly revealed that our intuitions are generally wrong, that our assessments are based on biases and that our System 1 hates doubt and despises ambiguity. Kahneman largely avoids jargon; when he does use some (“heuristics,” for example), he argues that such terms really ought to join our everyday vocabulary. He reviews many fundamental concepts in psychology and statistics (regression to the mean, the narrative fallacy, the optimistic bias), showing how they relate to his overall concerns about how we think and why we make the decisions that we do. Some of the later chapters (dealing with risk-taking and statistics and probabilities) are denser than others (some readers may resent such demands on System 2!), but the passages that deal with the economic and political implications of the research are gripping.
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our minds.Pub Date: Nov. 1, 2011
ISBN: 978-0-374-27563-1
Page Count: 512
Publisher: Farrar, Straus and Giroux
Review Posted Online: Sept. 3, 2011
Kirkus Reviews Issue: Sept. 15, 2011
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These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.
A helpful guide to working effectively with people from other cultures.
“The sad truth is that the vast majority of managers who conduct business internationally have little understanding about how culture is impacting their work,” writes Meyer, a professor at INSEAD, an international business school. Yet they face a wider array of work styles than ever before in dealing with clients, suppliers and colleagues from around the world. When is it best to speak or stay quiet? What is the role of the leader in the room? When working with foreign business people, failing to take cultural differences into account can lead to frustration, misunderstanding or worse. Based on research and her experiences teaching cross-cultural behaviors to executive students, the author examines a handful of key areas. Among others, they include communicating (Anglo-Saxons are explicit; Asians communicate implicitly, requiring listeners to read between the lines), developing a sense of trust (Brazilians do it over long lunches), and decision-making (Germans rely on consensus, Americans on one decider). In each area, the author provides a “culture map scale” that positions behaviors in more than 20 countries along a continuum, allowing readers to anticipate the preferences of individuals from a particular country: Do they like direct or indirect negative feedback? Are they rigid or flexible regarding deadlines? Do they favor verbal or written commitments? And so on. Meyer discusses managers who have faced perplexing situations, such as knowledgeable team members who fail to speak up in meetings or Indians who offer a puzzling half-shake, half-nod of the head. Cultural differences—not personality quirks—are the motivating factors behind many behavioral styles. Depending on our cultures, we understand the world in a particular way, find certain arguments persuasive or lacking merit, and consider some ways of making decisions or measuring time natural and others quite strange.
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.Pub Date: May 27, 2014
ISBN: 978-1-61039-250-1
Page Count: 288
Publisher: PublicAffairs
Review Posted Online: April 15, 2014
Kirkus Reviews Issue: May 1, 2014
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