By Chris Turner
Have you ever heard "Let's get each person at the similar web page" only one time too many? was once your most up-to-date administration education direction simply one other plateful of warmed-over dogma? Then it is time to commence kicking up a few dirt and creating a distinction. In All Hat and No livestock, maverick advisor Chris Turner exhibits you ways to do exactly that. With a hearty dose of Texas humor, and with knowledge received from adventure at the entrance traces, she exposes a lot of what passes for administration knowledge as baloney and provides clean methods of considering firms and the folk who carry them to lifestyles.
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Extra info for All Hat and No Cattle: Tales of a Corporate Outlaw
There was a lot of milling around, reunions of old friends, and making new acquaintances. Titles were left at the door; people got to know each other as individuals. The first morning, the twenty counselors, my colleagues, and I spoke about our hopes and dreams for camp. I talked briefly about the change strategy and the notion that an organization is a system that changes through disturbances. I encouraged participants to become agitators. Of course, the campers quickly latched onto the notion and dubbed themselves "raindrops" who were going to create ripples in the XBS pond.
This be- Let's Cut to the Chase havior pattern can only be characterized as a headlong rash to failure. In 1993, when I took on the challenge of designing a change strategy for XBS, I had absolutely no idea what to do. And although I visited a number of Fortune 50 organizations to understand their approaches to creating participatory enterprises, I discovered that most had traditional, hierarchical strategies. I was now reporting to the vice president of Quality, John Cooney, and I made a deal with him.
Their collaboration paid off in real dollars. They significantly shortened the period between the time customers signed orders and the date of installation, adding incremental revenue and profits to their already fine results. Some Seattle account teams took to selfmanagement like ducks to water. One group, based at a major Seattle law firm, turned the once shaky account into a highly satisfied customer and proposed new services that doubled the monthly billing. The Denver operation took a fresh approach to the marketplace.
All Hat and No Cattle: Tales of a Corporate Outlaw by Chris Turner