滿額折
I'm Sorry I Broke Your Company ─ Why Management Consultants Are the Problem, Not the Solution
商品資訊
ISBN13：9781609947392
出版社：Berrett-Koehler Pub
作者：Karen Phelan
出版日：2012/12/07
裝訂／頁數：平裝／240頁
規格：22.9cm*15.2cm*1.9cm (高/寬/厚)
版次：1
商品簡介
作者簡介
目次
商品簡介
Karen Phelan is really sorry - no, she really is. She had the best of intentions and training in business systems, performance management and all the latest theories and best practices. At companies like Deloitte, Pfizer, J&J and countless consulting clients, she did her best do business by the numbers--the only problem is that businesses are run by people, not mathematical formulas. She and other consultants may have "broken" your company, but she's eager to repair the damage and make amends. Luckily, with decades of experience and pure common sense, her book is the perfect antidote to years of management malpractice.
Phelan focuses on how management gurus have fouled up the "people side" of companies - balanced scorecards, key performance indicators, process reengineering and dozens of other management fads are reduced to so much snake oil and bunkum under her withering gaze. With a mix of cleared-eyed business analysis, "in the trenches" stories, and hard-won lessons, this book is impossible to put down and impossible to ignore.
Phelan covers the gamut of strategy development, HR, metrics, leadership competencies, and just plain managing people. She explains in gory detail why outside consultants are almost always the last people you should ask to improve your business. She also explains why the most important ingredient in business management is often in the shortest supply: empathy. In the tradition of classics like Up the Organization and Managers, Not MBA's, Phelan provides a breath of fresh air.
In parting, however, Phelan allows that consultants (like her!) do sometimes have their place - she provides a much-needed playbook that lays out the proper vocation of consulting and tools for managers to proceed with caution.
About the author
A former aerospace engineer with a master's degree from MIT, Karen Phelan left engineering for management consulting in 1987 with Deloitte and Touche, and would spend more than a dozen years as a consultant with Deloitte and Gemini Consulting (now Ernst & Young). She has also held senior positions at Pfizer, PCH Global Business, Johnson & Johnson, and Iris Software, where she was Vice President of Consulting. Phelan is also a web entrepreneur and expert in online marketing. She is currently CEO of Lineson Mangagment Consulting. She maintains the Business Realist management blog.
Table of contents
Introduction
Chapter 1: Strategy development is a vision quest
Chapter 2: Optimized processes look good on paper
Chapter 3: Numerical targets are measuremental
Chapter 4: Standardized human asset management is a SHAM
Chapter 5: The Successful Manager's Handbook is 609 pages long
Chapter 6: Albert Einstein was a poor performer
Chapter 7: Steve Jobs failed my leadership competencies
Chapter 8: Check your sanity here
Epilogue: Are management consultants bad people'
Appendix 1: A Measure of Truth
Appendix 2: The Method of Truth
Bibliography
Phelan focuses on how management gurus have fouled up the "people side" of companies - balanced scorecards, key performance indicators, process reengineering and dozens of other management fads are reduced to so much snake oil and bunkum under her withering gaze. With a mix of cleared-eyed business analysis, "in the trenches" stories, and hard-won lessons, this book is impossible to put down and impossible to ignore.
Phelan covers the gamut of strategy development, HR, metrics, leadership competencies, and just plain managing people. She explains in gory detail why outside consultants are almost always the last people you should ask to improve your business. She also explains why the most important ingredient in business management is often in the shortest supply: empathy. In the tradition of classics like Up the Organization and Managers, Not MBA's, Phelan provides a breath of fresh air.
In parting, however, Phelan allows that consultants (like her!) do sometimes have their place - she provides a much-needed playbook that lays out the proper vocation of consulting and tools for managers to proceed with caution.
About the author
A former aerospace engineer with a master's degree from MIT, Karen Phelan left engineering for management consulting in 1987 with Deloitte and Touche, and would spend more than a dozen years as a consultant with Deloitte and Gemini Consulting (now Ernst & Young). She has also held senior positions at Pfizer, PCH Global Business, Johnson & Johnson, and Iris Software, where she was Vice President of Consulting. Phelan is also a web entrepreneur and expert in online marketing. She is currently CEO of Lineson Mangagment Consulting. She maintains the Business Realist management blog.
Table of contents
Introduction
Chapter 1: Strategy development is a vision quest
Chapter 2: Optimized processes look good on paper
Chapter 3: Numerical targets are measuremental
Chapter 4: Standardized human asset management is a SHAM
Chapter 5: The Successful Manager's Handbook is 609 pages long
Chapter 6: Albert Einstein was a poor performer
Chapter 7: Steve Jobs failed my leadership competencies
Chapter 8: Check your sanity here
Epilogue: Are management consultants bad people'
Appendix 1: A Measure of Truth
Appendix 2: The Method of Truth
Bibliography
作者簡介
A former aerospace engineer with a master's degree from MIT, Karen Phelan left engineering for management consulting in 1987 with Deloitte and Touche, and would spend more than a dozen years as a consultant with Deloitte and Gemini Consulting (now Ernst & Young). She has also held senior positions at Pfizer, PCH Global Business, Johnson & Johnson, and Iris Software, where she was Vice President of Consulting. Phelan is also a web entrepreneur and expert in online marketing. She is currently CEO of Lineson Mangagment Consulting. She maintains the Business Realist management blog.
Table of contents
Introduction
Chapter 1: Strategy development is a vision quest
Chapter 2: Optimized processes look good on paper
Chapter 3: Numerical targets are measuremental
Chapter 4: Standardized human asset management is a SHAM
Chapter 5: The Successful Manager's Handbook is 609 pages long
Chapter 6: Albert Einstein was a poor performer
Chapter 7: Steve Jobs failed my leadership competencies
Chapter 8: Check your sanity here
Epilogue: Are management consultants bad people'
Appendix 1: A Measure of Truth
Appendix 2: The Method of Truth
Bibliography
Table of contents
Introduction
Chapter 1: Strategy development is a vision quest
Chapter 2: Optimized processes look good on paper
Chapter 3: Numerical targets are measuremental
Chapter 4: Standardized human asset management is a SHAM
Chapter 5: The Successful Manager's Handbook is 609 pages long
Chapter 6: Albert Einstein was a poor performer
Chapter 7: Steve Jobs failed my leadership competencies
Chapter 8: Check your sanity here
Epilogue: Are management consultants bad people'
Appendix 1: A Measure of Truth
Appendix 2: The Method of Truth
Bibliography
目次
Introduction
Chapter 1: Strategy development is a vision quest
Chapter 2: Optimized processes look good on paper
Chapter 3: Numerical targets are measuremental
Chapter 4: Standardized human asset management is a SHAM
Chapter 5: The Successful Manager's Handbook is 609 pages long
Chapter 6: Albert Einstein was a poor performer
Chapter 7: Steve Jobs failed my leadership competencies
Chapter 8: Check your sanity here
Epilogue: Are management consultants bad people'
Appendix 1: A Measure of Truth
Appendix 2: The Method of Truth
Bibliography
Chapter 1: Strategy development is a vision quest
Chapter 2: Optimized processes look good on paper
Chapter 3: Numerical targets are measuremental
Chapter 4: Standardized human asset management is a SHAM
Chapter 5: The Successful Manager's Handbook is 609 pages long
Chapter 6: Albert Einstein was a poor performer
Chapter 7: Steve Jobs failed my leadership competencies
Chapter 8: Check your sanity here
Epilogue: Are management consultants bad people'
Appendix 1: A Measure of Truth
Appendix 2: The Method of Truth
Bibliography
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