It's Not Luck (Anglais) Broché – 1 janvier 1994
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C'est ce que montre le professeur dans ce nouveau roman : Alex Rogo est devenu Vice Président responsable des petites entités. Autour de lui gravite toujours les mêmes personnes, ses amis du But, promus. Et Alex a de nouveaux problèmes : les actionnaires ont décidé de vendre les usines dont il est responsable car elles n'engrangent pas assez d'argent.
Comment faire pour les garder ? Comment éviter de les démembrer ? Ce sont des questions de fond, toujours actuelles par les temps qui courent.
En plus de présenter une excellente histoire, ce nouvel opus est vraiment orienté "marketing", stratégie d'entreprise et bien être dans les relations aux enfants. Les différents outils / mécaniques proposés sont applicables à bien des cas et montrent, si cela était nécessaire, les apports de la Théorie des Contraintes (TOC) dans l'activité professionnelle et personelle.
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The book provides a brief introduction to the Thinking Processes, which are used to examine conflicting logical arguments, and develop a workable solution, satisfactory to both sides. Within the book, the methodology of the Thinking Processes is applied to both business dilemmas, and to that of parent/teenager relationships. It's all about building understanding between people with differing perspectives, and the variety of situations to which it is applied clearly illustrates the versatility of Goldratt's methods.
If you found "The Goal" valuable, you'll like this one, though w/o Jeff Cox, the writing isn't quite as good as the Goal. To continue your journey into the world of TOC and the TP (Theory of Constraints and Thinking Processes) look for books by H. William Dettmer. No novel formats in Dettmer's books, that I've read, but much more thorough explanation of TOC.
For TOC on project management, check out Goldratt's "Critical Chain"!
It is occasionally said of an especially well-written business book that "it reads like a novel." What we have here IS a novel. Never before have executives had more to read and less time for reading. One of this book's most appealing qualities is that it is so easy to read. (The challenge is to make effective applications of TOC in an increasingly more competitive marketplace.) Goldratt is an authority on the business subjects he discusses as well as an excellent teller of tales. That's a rare combination.
For whom will this book have greatest value? Obviously, decision-makers who now have one or more of the following needs: to set or re-set the direction of their organization; to formulate appropriate marketing and sales strategies; to improve production, logistics, and distribution; to launch or improve project management initiatives; and/or to strengthen the skills of line managers.
Those who share my high regard for this book are urged to read Goldratt's other books, The Goal and Critical Chain; also, to check out David Maister's Practice What You Preach and David Whyte's The Heart Aroused. With all due respect to the core concepts Goldratt examines in this volume, they are worthless unless and until embraced by everyone involved. Master and Whyte can help managers to achieve that "buy in."
The book's main story is interesting, and will keep you turning the pages. If you only read this as a novel about the caring manager and parent as a hero, you will find this to be a five star book.
If you want the book to help you learn new methods, you will find it not too beneficial. The examples are developed at such a level of generality that you will probably learn little from them. I graded the book down two stars for this weakness. Most readers won't know any more about how to create advantaged business models at the end of the book than they did at the beginning, except that they are to remember to apply the lessons from The Goal to all of their businesses.
The concepts that the book suggests are all perfectly valid and helpful ones. The first notion is to think of your customer and yourself as one entity. How can the two entities be combined in order to create the most value for both? The second notion is to then think about combining your business with acquisitions or being acquired by others so that the new business model can be applied to all these enterprises. I hope you do learn how to develop these commendable ideas.
After you finish reading this book, I suggest that you think about all of the ways that current measurements in your business cause you to optimize the performance of parts of your enterprise rather than the whole business and that of your customers. If you can locate those flaws, you can then begin to change the measurements to become those that reward the correct enterprise-customer optimization goal. The rest of the benefits will tend to flow from making that change, even if you never become very good at using the Thinking Process described in this book. Self-interest can take you a long way.
Become truly symbiotic with your customers in ways that enhance vitality for all!
And don't be afraid to think about how to include employees, suppliers, shareholders, and the communities you serve in this consideration of optimization!
A great follow up to this book is William Dettmer's Breaking the Constraints to World-Class Performance