by Jack Stack, Bo Burlingham
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Product Description
In the early 1980s, Springfield Remanufacturing Corporation (SRC) in Springfield, Missouri, was a near bankrupt division of International Harvester. That's when a green young manager, Jack Stack, took over and turned it around. He didn't know how to "manage" a company, but he did know about the principal, of athletic competition and democracy: keeping score, having fun, playing fair, providing choice, and having a voice. With these principals he created his own style of management -- open-book management. The key is to let everyone in on financial decisions. At SRC, everyone learns how to read a P&L -- even those without a high school education know how much the toilet paper they use cuts into profits. SRC people have a piece of the action and a vote in company matters. Imagine having a vote on your bonus and on what businesses the company should be in. SRC restored the dignity of economic freedom to its people. Stack's "open-book management" is the key -- a system which, as he describes it here, is literally a game, and one so simple anyone can use it. As part of the Currency paperback line, the book includes a "User's Guide" -- an introduction and discussion guide created for the paperback by the author -- to help readers make practical use of the book's ideas. Jack Stack is the president and CEO of the Springfield Remanufacturing Corporation, in Springfield, Missouri. The recipient of the 1993 Business Enterprise Trust Award, Jack speaks throughout the country on The Great Game Of Business and Open Book Management.
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Average Customer Review:
0 of 0 people found the following review helpful:
Obama-Style Leadership Inherent in Bo 7 Jack's approach, 2008-11-05
Glowing here in Chicago after six months of work on the Obama campaign I believe that the lynchpin to Obama's success is reflected in Jack Stack and Bo Burlington's approach. Obama's approach to Obama Team was to ensure that each of us understood how our work supported the larger whole.
In talking with each other, each of us felt well-used because we knew that we played a specific, valuable part in the campaign - and knew what our main goal was towards the larger, main goal. Stack's goal was the same, "Knowledge of how your business operates will allow them to make the right decisions in the best financial interest of their organization."
In an increasingly, transient, information-glutted and time-starved country, people are hungry for connection to a larger goal and to be valued for their high-performing work towards that goal. That's why Marcus Buckingham and Jack Stack's approach and books will be perennial best-sellers. They are practical and have wide-spread application.
1 of 1 people found the following review helpful:
A Wonderful Lesson for the Doubters, 2008-08-27
This is a great story for everyone in your organization whose response to innovation is - "Well, sure it worked at that company, but it could never work here." Jack Stack took a "get your hands dirty," product line and turned it into one of the more innovative companies in the U.S. The numeric examples are a bit dated at this point, but the philosophy is as strong as ever.
1 of 2 people found the following review helpful:
Pivotal - a must-read, 2008-05-05
A masterpiece. We use this book in our consulting practice as a textbook of sorts - as an illustration of why and how to develop a cohesive management team and then manage "by the numbers". Stack had to learn the lesson the hard way when his company underwent an employee buy-out. Long-story-short, he figured out how to bring the management team (and the rest of the employees) into the critical reporting metrics by turning it into a "game" similar to a sporting event everyone could follow.. thus the title. It's all about "organizational readiness" and moving your team down the field together. It's also a quick read - good because you can put the ideas to work right away.
0 of 0 people found the following review helpful:
Easy to read / good insights., 2008-01-19
Easy to read, concise, and well written. Main points are well organized and put into a story fashion to keep your attention. It provides good insight into how to run a business openly to fully utilize every employees' talents. It makes a good case for not keeping people in the dark. It has good insights into the motivation of employees. Caution, these principles would be very hard to implement in a large corporation, unless top management "buys in". The book shows the value in making work challenging and fun and more like a "game" with healthy competition. It identifies what "healthy" competition looks like, as opposed to keeping secrets, deception, threats, or games where nobody understands the real rules, which is destructive.
0 of 0 people found the following review helpful:
Great Book, 2007-08-23
Incisive and inspiring....a look at what makes people work, as well as businesses
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