A timely and provocative discussion of big business and its uncertain future.
Former BP chief executive Browne (Seven Elements that Changed the World: An Adventure of Ingenuity and Discovery, 2014, etc.) teams with McKinsey & Company principal Nuttall and former McKinsey consultant Stadlen to call out some systematic failures of businesses, including the failure to learn from the past.
The authors interviewed more than 80 corporate leaders from companies around the world, and McKinsey's research and surveys back the work. High on the authors’ list is the absence of adequate corporate policies and methods to deal with potentially catastrophic issues involving the communities in which they operate. They prominently flag environmental issues, including climate change in general and specific events like the Deepwater Horizon oil spill. Also significant are corporate corruption, scandals, and criminality. To demonstrate the convenient amnesia of corporate leaders, the authors pair recent developments—Europe's 2013 horsemeat scandal—with historical precedents such as the dreadful conditions of the meatpacking industry in early-20th-century Chicago. Browne believes that the community outreach programs known as Corporate Social Responsibility are ineffective because they are “disconnected from commercial activity and from the needs of real people.” What are the actual roles of corporations, ask the authors, “if they are no longer the drivers of employment in their industry or their local community?” Through their interviews, the authors portray a world in the midst of social upheaval and technological revolution; one result has been the large-scale loss of lesser-qualified and unqualified positions. Artificial intelligence technology, robots, and software-driven platforms—e.g., Uber, which is greatly disrupting the taxi industry—are likely here to stay. As the authors rightly note, government still has a role to play. The authors cogently argue that businesses must develop more focused “mapping” of their operations. Clearer, more precise conceptions of aims and purposes are also necessary, and outreach must be more finely honed at every level.
A timely and provocative discussion of big business and its uncertain future.Pub Date: March 8, 2016
ISBN: 978-1-61039-697-4
Page Count: 320
Publisher: PublicAffairs
Review Posted Online: Dec. 19, 2015
Kirkus Reviews Issue: Jan. 1, 2016
BOOK REVIEW
BOOK REVIEW
BOOK REVIEW
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
BOOK REVIEW
IN THE NEWS
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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