Peter F. Drucker argues that what underlies the current malaise of so many large and successful organizations worldwide is that their theory of the business no longer works. The story is a familiar one: a company that was a superstar only yesterday finds itself stagnating and frustrated, in trouble and, often, in a seemingly unmanageable crisis. The root cause of nearly every one of these crises is not that things are being done poorly. It is not even that the wrong things are being done. Indeed, in most cases, the right things are being done―but fruitlessly. What accounts for this apparent paradox? The assumptions on which the organization has been built and is being run no longer fit reality. These are the assumptions that shape any organization's behavior, dictate its decisions about what to do and what not to do, and define what an organization considers meaningful results. These assumptions are what Drucker calls a company's theory of the business. The Harvard Business Review Classics series offers
Most executives have a big, hairy, audacious goal. But they install layers of stultifying bureaucracy that prevent them from realizing it. In this article, Jim Collins introduces the catalytic mechanism, a simple yet powerful managerial tool that helps turn lofty aspirations into reality. The crucial link between objectives and results, this tool is a galvanizing, nonbureaucratic way to turn one into the other. But the same catalytic mechanism that works in one organization won t necessarily work in another. So, to help readers get started, Collins offers some general principles that support the process of building one effectively. Since 1922, Harvard Business Review has been a leading source of breakthrough ideas in management practice. The Harvard Business Review Classics series now offers you the opportunity to make these seminal pieces a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless man
一直以来人们都习惯了创意行业的加班，混乱的流程和自我的同事。事实上，这种文化是有毒的，应该提高责任感和透明度，给年轻人更多的选择。简单的规则才更容易创造快乐高效的团队。这本书幽默的问到 你是混蛋吗？ ，推荐给所有的媒体，时尚和设计从业者。 It's long been an accepted, almost celebrated, fact of the creative industries that long hours, chaotic workflows, and egotistical colleagues are just the price you pay to produce great work. In fact, this toxic culture is the enemy of creativity, and with greater accountability and transparency in the industry--and more choice for young talent--than ever before, this unsustainable way of doing business is a ticking time bomb. This is a straight-talking, fun read for all creatives: Director or junior, at an agency or client-side, working in design, advertising, publishing, fashion, or film. Packed with anecdotes, self-analysis flowcharts (
