Respectful of both the old and the new cultures, rich in pro forma details and insider gossip alike, and likely to be...
Pulitzer Prize–winning business reporter Anders (Health Against Wealth, 1996, etc.) crafts a highly readable account of the clash of cultures, gender, and styles that accompanied the changing of the guard at a leading computer manufacturer.
Bill Hewlett and Dave Packard, who founded their company in 1938 in a Palo Alto garage, famously ran the enterprise as a family operation; benevolent and paternalistic, they boosted profits the old-fashioned way by raising prices, trimming costs, and growing only as the market allowed. The market responded generously: “Every decade, HP’s sales, profits, and stock price climbed another fourfold or more. . . . The cumulative effect was a company with more than $30 billion a year in sales by the mid-1990s, more than 100,000 employees, and no obvious limits to its growth.” Yet HP’s management was also top-heavy and unresponsive; the company was badly prepared for the economic downturn and collapse of the tech market at the end of the ’90s. Enter vivacious, tough-as-nails Carly Fiorina, a go-getter who made Lucent a major player during the boom. In 1999, HP’s board of directors entrusted her with the job of reorganizing the company and returning it to market dominance. This female outsider from the East Coast quickly ran afoul of entrenched interests within the company, but just as quickly won allies among the board and employees alike. She was less successful, Anders writes, in the long and bloody battle to wed HP to Compaq, a faltering manufacturer whose assimilation she reckoned would make HP the biggest, baddest company on the block. The jury’s still out on that, as Anders allows, but Fiorina squeaked by with a narrow victory in one of the most bitter and heavily publicized intracorporate squabbles in memory, displaying an almost frightening tenacity that should serve HP well.
Respectful of both the old and the new cultures, rich in pro forma details and insider gossip alike, and likely to be required airplane reading in business class.Pub Date: Feb. 1, 2003
ISBN: 1-59184-003-1
Page Count: 236
Publisher: Portfolio
Review Posted Online: May 19, 2010
Kirkus Reviews Issue: Jan. 1, 2003
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
Occasionally wonky but overall a good case for how the dismal science can make the world less—well, dismal.
“Quality of life means more than just consumption”: Two MIT economists urge that a smarter, more politically aware economics be brought to bear on social issues.
It’s no secret, write Banerjee and Duflo (co-authors: Poor Economics: A Radical Rethinking of the Way To Fight Global Poverty, 2011), that “we seem to have fallen on hard times.” Immigration, trade, inequality, and taxation problems present themselves daily, and they seem to be intractable. Economics can be put to use in figuring out these big-issue questions. Data can be adduced, for example, to answer the question of whether immigration tends to suppress wages. The answer: “There is no evidence low-skilled migration to rich countries drives wage and employment down for the natives.” In fact, it opens up opportunities for those natives by freeing them to look for better work. The problem becomes thornier when it comes to the matter of free trade; as the authors observe, “left-behind people live in left-behind places,” which explains why regional poverty descended on Appalachia when so many manufacturing jobs left for China in the age of globalism, leaving behind not just left-behind people but also people ripe for exploitation by nationalist politicians. The authors add, interestingly, that the same thing occurred in parts of Germany, Spain, and Norway that fell victim to the “China shock.” In what they call a “slightly technical aside,” they build a case for addressing trade issues not with trade wars but with consumption taxes: “It makes no sense to ask agricultural workers to lose their jobs just so steelworkers can keep theirs, which is what tariffs accomplish.” Policymakers might want to consider such counsel, especially when it is coupled with the observation that free trade benefits workers in poor countries but punishes workers in rich ones.
Occasionally wonky but overall a good case for how the dismal science can make the world less—well, dismal.Pub Date: Nov. 12, 2019
ISBN: 978-1-61039-950-0
Page Count: 432
Publisher: PublicAffairs
Review Posted Online: Aug. 28, 2019
Kirkus Reviews Issue: Sept. 15, 2019
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