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Ideas Are Free: How the Idea Revolution Is Liberating People and Transforming Or |  |
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Ideas Are Free: How the Idea Revolution Is Liberating People and Transforming Or | |
Robinson is a frequent public speaker, who has given hundreds of executive seminars around the world, and has considerable media experience. He is on the faculty of the Isenberg School of Management at the University of Massachusetts. His 1998 book, Corporate Creativity, was a finalist in the Financial Times/Booz Allen & Hamilton Global Best Business Book Awards and was named Book of the Year by the Academy of Human Resources Management.
Dean M. Schroeder is an experienced international consultant whose client list includes such companies as Toyota, Siemens, Fifth Third Bank, Unilever, Girl Scouts of America, Hayworth, Cummins Engine, Panafon (the European wireless communications company), Dresser Industries, Nippon Telegraph and Telephone (NTT), Halliburton and Good Shepherd Services.
Schroeder is on the Board of Examiners of the Malcolm Baldrige National Quality Award and the Board of Directors of the American Creativity Association, and has served on several corporate boards. Before taking up an academic career, he was the founder of two successful midsize companies, and as an outside CEO, led turnarounds of two more.
Schroeder is currently the Herbert and Agnes Schulz Professor of Management and the Director of the M.B.A. Program at Valparaiso University where he specializes in strategic management, the management of technology and change, and high performing organizations.
专业书评 From Publishers Weekly
Firms that take ideas seriously take their employees? thinking seriously, and employees who think are employees who are alive. Thus argue Robinson and Schroeder, management academics and corporate creativity consultants. Ideas are the life force of corporations, they say, and managers who recognize this can increase profits and avoid budget cuts and layoffs. Kill employee ideas and what you have is a carcass of a company, a firm mired in bureaucracy and rote processes with a staff of dulled zombies. But ideas are just the tip of the iceberg. The key to a successful company, argue Robinson and Schroeder, is encouraging a corporate culture that swiftly recognizes and implements improvements. With that in mind, the authors focus on ideas as the catalyst of corporate change rather than the end itself. This book is thoroughly researched, with convincing facts and data (Toyota?s success, they say, is the result of an idea culture that takes one million ideas per year from its employees). It also lays out a blueprint for a corporate idea program from inspiration to implementation, along with some unexpected caveats (e.g., rewarding ideas tends to stifle them as people focus on the award rather than on the idea, and small ideas?leading to continuous, incremental improvement?are more valuable than large ones). For any manager interested in jolting a moribund workforce out of complacency, this is a clever, pragmatic guide to awakening both the front line and the bottom line.
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.
From Booklist
Ever since Frederick Taylor advocated that it was management's job to "think" and the worker's job to "do," this perspective has been the basis for the policies, structures, and operating practices of most business organizations. Although this division between thinking and doing may have worked 100 years ago, it is severely limiting in today's environment, where it is the front-line worker who is in the best position to notice problems and suggest ideas. In example after example, the authors show how companies that encourage and implement the ideas of the entire workforce are the ones that come up with the most innovative and successful strategies. Contrary to past thinking on the subject, they make it clear that monetary rewards are not the best way to elicit ideas, and that emphasis on small ideas can be a more effective strategy than shooting for a "home run." The methods described show how to create an environment that encourages ideas, help employees develop knowledge and improve their problem-solving skills, and properly manage the ideas that are generated, including their larger implications. David Siegfried
Copyright © American Library Association. All rights reserved
目录
1. Introduction; 2. The Power of Small Ideas; 3. What About Rewards For Ideas? 4. Making Ideas Central to Everyone's Job; 5. The Attributes of a Good Process; 6. Focusing Ideas On What Is Really Important; 7. How To Help People Come Up With More Ideas; 8. Using Ideas To Change Corporate Culture
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文摘 What will future generations say about the way we practice management today? What will they consider our most conspicuous failure?
We believe they will accuse us of having squandered a tremendous resource by not listening to the ideas of front-line employees ? the people performing the day-to-day tasks that keep their organizations functioning. Every day, all over the world, millions of working people see problems and opportunities that their managers don?t. With little chance to do anything about them, they are forced to watch helplessly as their organizations waste money, disappoint and lose customers, and miss opportunity after opportunity that to them are all too apparent. The intangible costs of the way we treat front-line employees are even greater. Who can put a price on how much a dysfunctional culture detracts from an organization?s performance and the quality of the lives of the people who work there?
But a quiet revolution is underway ? an idea revolution ? led by managers and supervisors who, in a small but growing number of companies, are getting extraordinary numbers of useful ideas from their people. This book is about how these quiet revolutionaries do it, and how inspired supervisors and managers at any level in any organization can do the same.
Why do we call this movement a revolution? We do so because its intent is to liberate employees from top to bottom, and to transform the way that organizations are run. For managers, revolutionary stirrings begin with the realization that employee ideas can have a huge impact on the performance of their units, and free them from time-consuming "fire-fighting". They can then focus on what they should be focusing on. For employees, management?s responsiveness to their ideas gives them a real chance to address many of the problems and opportunities they see on a daily basis, and to have a personal impact on the performance of their organizations. They become committed revolutionaries too. An
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