A legend in the car industry reveals the philosophy that's starting to turn General Motors around. In 2001, General Motors hired Bob Lutz out of retirement with a mandate to save the company by making great cars again. He launched a war against penny pinching, office politics, turf wars, and risk avoidance. After declaring bankruptcy during the recession of 2008, GM is back on track thanks to its embrace of Lutz's philosophy. When Lutz got into the auto business in the early sixties, CEOs knew that if you captured the public's imagination with great cars, the money would follow. The car guys held sway, and GM dominated with bold, creative leadership and iconic brands like Cadillac, Buick, Pontiac, Oldsmobile, GMC, and Chevrolet. But then GM's leadership began to put their faith in analysis, determined to eliminate the "waste" and "personality worship" of the bygone creative leaders. Management got too smart for its own good. With the bean counters firmly in charge, carmakers (and much of American industry) lost their single-minded focus on product excellence. Decline followed. Lutz's commonsense lessons (with a generous helping of fascinating anecdotes) will inspire readers at any company facing the bean counter analysis-paralysis menace. From the Hardcover edition.
In 2001, General Motors hired Bob Lutz out of retirement with a mandate to save the company by making great cars again. He launched a war against penny pinching, office politics, turf wars and risk avoidance. After declaring bankruptcy during the recession of 2008, GM is back on track thanks to its embrace of Lutz's philosophy. Lutz's common sense lessons (with a generous helping of fascinating anecdotes) will inspire readers at any company facing the bean counter analysis-paralysis menace.
What if, instead of focusing on church programs, we shared meals with people? What if, instead of starting more building initiatives, we fed the hungry? The Old Testament is filled with stories of food, nourishment, and the struggle against hunger. Jacob and Esau fought over soup, God saved the world from famine through Joseph, and the people of Israel received manna from God when they were starving in the wilderness. Similarly, Jesus's ministry was centered around feeding people and discussing "real food" during meals. In Nourish, Mark Moore shows us that by using food to reach people, Jesus was simply following the precedent set by his Father—a God who loves to feed us.
The Rust Belt, the Maquilas, and a Tale of Two Cities
Author: Chad Broughton
Pubpsher: Oxford University Press
"In 2002, the town of Galesburg, a slowly declining Rustbelt city of 34,000 in western Illinois, learned that it would soon lose its largest factory, a Maytag refrigerator plant that had anchored Galesburg's social and economic life for half a century. Workers at the plant earned $15.14 an hour, had good insurance, and were assured a solid retirement. In 2004, the plant was relocated to Reynosa, Mexico, where workers spent 13-hour days assembling refrigerators for $1.10 an hour. In Boom, Bust, Exodus, Broughton offers a look at the transition to a globalized economy, from the perspective of those who have felt its effects most. In today's highly commoditized world, we are increasingly divorced from the origins of the goods we consume; the human labor required to create our smart phones and hybrid cars is so far removed from the end product we need not even think about it. And yet, Broughton shows, the human cost behind the shifting currents of the global economy remains a reality. Broughton illuminates these complexities through a tale of two cities that have fared very differently in the global contest to woo or retain fickle capital. In Galesburg, the economy is a shadow of what it once was. Reynosa, in contrast, has become one of the exploding 'second-tier cities' of the developing world, thanks to the influx of foreign-owned, export-oriented maquiladoras. And yet even these distinctions cannot be finely drawn: families struggle to get by in Reynosa, and the city is beset by violence and a ruthless drug war. Those left behind in declining of Galesburg, meanwhile, do not see themselves as helpless victims: many have gone back to school, scramble from job to job, and have learned to adapt and even thrive. It is a downsized existence, but a full-sized life nonetheless"--
"The former vice chairman of General Motors and author of Car Guys vs. Bean Counters profiles the positive and negative leaders who made the strongest impression on him throughout his extensive career, sharing illuminating anecdotes that provide today's managers with leadership examples to emulate or avoid."
The Great Race recounts the exciting story of a century-long battle among automakers for market share, profit, and technological dominance—and the thrilling race to build the car of the future. The world’s great manufacturing juggernaut—the $3 trillion automotive industry—is in the throes of a revolution. Its future will include cars Henry Ford and Karl Benz could scarcely imagine. They will drive themselves, won’t consume oil, and will come in radical shapes and sizes. But the path to that future is fraught. The top contenders are two traditional manufacturing giants, the US and Japan, and a newcomer, China. Team America has a powerful and little-known weapon in its arsenal: a small group of technology buffs and regulators from California. The story of why and how these men and women could shape the future—how you move, how you work, how you live on Earth—is an unexpected tale filled with unforgettable characters: a scorned chemistry professor, a South African visionary who went for broke, an ambitious Chinese ex-pat, a quixotic Japanese nuclear engineer, and a string of billion-dollar wagers by governments and corporations. “To explain the scramble for the next-generation auto—and the roles played in that race by governments, auto makers, venture capitalists, environmentalists, and private inventors—comes Levi Tillemann’s The Great Race…Mr. Tillemann seems ideally cast to guide us through the big ideas percolating in the world’s far-flung workshops and labs” (The Wall Street Journal). His account is incisive and riveting, explaining how America bounced back in this global contest and what it will take to command the industrial future.
David Hurst has a unique knowledge of organizations—their function and their failure—both in theory and in practice. He has spent twenty-five years as an operating manager, often in crises and turnaround conditions, and is also a widely experienced consultant, teacher, and writer on business. This book is his innovative integration of management practice and theory, using a systems perspective and analogies drawn from nature to illustrate groundbreaking ideas and their practical application. It is designed for readers unfamiliar with sophisticated management concepts and for active practitioners seeking to advance their management and leadership skills. Hurst's objective is to help readers make meaning from their own management experience and education, and to encourage improvement in their practical judgment and wisdom. His approach takes an expansive view of organizations, connecting their development to humankind's evolutionary heritage and cultural history. It locates the origins of organizations in communities of trust and follows their development and maturation. He also crucially tracks the decline of organizations as they age and shows how their strengths become weaknesses in changing circumstances. Hurst's core argument is that the human mind is rational in an ecological, rather than a logical, sense. In other words, it has evolved to extract cues to action from the specific situations in which it finds itself. Therefore contexts matter, and Hurst shows how passion, reason, and power can be used to change and sustain organizations for good and ill. The result is an inspirational synthesis of management theory and practice that will resonate with every reader's experience.