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Erschienen in:
Buchtitelbild

2014 | OriginalPaper | Buchkapitel

1. Introduction

verfasst von : Annika Steiber

Erschienen in: The Google Model

Verlag: Springer International Publishing

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Abstract

The average lifespan of a multinational company is about half that of a natural person. While human life expectancy is growing, however, owing to improved healthcare and better living conditions, the lifespan of companies is getting shorter. This does not have to be the case.

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Nächstes Kapitel Management Principles for Continuous Innovation
Fußnoten
1
I will in this book use terms such as management model, company system, and management concept. I define management model as a simplified description of the operational model chosen by a company. This includes organizational elements such as e.g. vision and mission, leadership style, culture, structure, systems for learning, systems for performance evaluation, promotion and incentives, systems for interacting with External Surroundings and brand. As I later will suggest a systems approach, a management model can be described as a company system, including the above-mentioned organizational elements. A management concept is a set of management principles, or as I view them orthodoxies, and a set of practices, that is a recommended orientation of practical applications of the principles resulting in a specific leadership style, culture etc.
 
2
Hamel (2009).
 
4
Until the 1970s, R&D in the area of business management was problem: How can we find the right solution to common problems? In 1982, the first solution-oriented work was published: In Search of Excellence by Tom Peters and Robert Waterman, consultants at McKinsey. The book proposed the theory that long-term successful companies should have a strong company culture. Peters and Waterman’s work gave rise to many successors who modified their message. In the mid-1990s, a British researcher was commissioned by a large company to invent “a literature of success” to find out whether there was a common denominator. She found one and called it alignment. In this work, the common denominator is called participation, the individual’s self-selected undertaking and commitment to a common mission.
 
5
Kauffman (1995).
 
6
As many know, GM’s history of success came to a halt in the 1990s. Sweden, however, has a company that has been even more successful than GM was when Peter Drucker examined it. This engine of success is SCANIA.
 
7
Womack et al. (1990).
 
Literatur
Hamel, G. (2009). Moon shots for management. Harvard Business Review, 87(2), 91–98.
Kauffman, S. (1995). At home in the universe—The search for the laws of self-organization and complexity. New York: Oxford University Press.
Womack, J. P., Jones, D. T., & Roos, D. (1990). The machine that changed the world—The story of lean production. New York: Rawson Associates.
Metadaten
Titel
Introduction
verfasst von
Annika Steiber
Copyright-Jahr
2014
Buch
The Google Model

Print ISBN: 978-3-319-04207-7

Electronic ISBN: 978-3-319-04208-4

Copyright-Jahr: 2014

DOI
https://doi.org/10.1007/978-3-319-04208-4_1