Marketing Champions: Practical Strategies for Improving Marketing's Power, Influence, and Business Impact Review

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Marketing Champions: Practical Strategies for Improving Marketing's Power, Influence, and Business Impact ReviewAll of the innovative marketing strategies and best practices cannot be successful without a well-run organization. "Marketing Champions" provides marketing professionals with the road map to take a more prominent leadership role in driving business performance. This book will change the mindset of marketers as they better align with corporate objectives and forge productive alliances throughout the company. The authors do an excellent job of presenting an approach to win-win relationships for all players. Good tips and structured questions are included to help you easily put key concepts into practice.
"Marketing Champions" is a must-read for marketing executives ready to make their organizations one of the most respected and influential contributors to business growth. It is the critical guide for taking ownership of financial and strategic outcomes, breaking down operational barriers, and unlocking the company's full profit potential. Not only will this help CMO tenures last longer than the typical 23 months, but it will better position CMOs to compete for the CEO role.
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It's Okay to Be the Boss: The Step-by-Step Guide to Becoming the Manager Your Employees Need Review

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It's Okay to Be the Boss: The Step-by-Step Guide to Becoming the Manager Your Employees Need ReviewBruce Tulgan's "It's OK to Be the Boss" is one of the toughest books I've ever read/reviewed. His premise, like most of his previous work, is dead on accurate. When I saw somebody willing to say there's a crisis of "undermanagement," I was thrilled. So I'd give the book a five on promise - and some of that is fulfilled. But unfortunately, the execution is a -4 so the rating ends up as only one star. I think he could have made most of his good points without the pieces that ultimately will only confuse managers - and in many cases give them excuses for not doing the very things Tulgan's arguing must be done.
It starts early with Tulgan's criticism of the work from Blanchard, Buckingham, and even a backhand compliment of Adler's hiring formula. What's particularly misleading, no matter how much Tulgan might deny it, is that it is obvious he has never read the works he criticizing. Blanchard has been making it very clear for decades that the "One Minute Manager" takes more than a minute; Buckingham makes it even clearer that the steps in "First, Break All the Rules" are not just empowerment and require the very detailed regular attention to the very detail that Tulgan calls for. Buckingham's most recent works on a "strengths-based" approach is backed by solid research - not just anecdotal evidence Tulgan cites. He even misinterprets the classic Theory X - Theory Y, not knowing that McGregor clearly stated that a Theory Y Manager recognized the existence of Theory X assumptions about some employees (in 1960 estimated at 35% of the workforce). He then praises Lou Adler's hiring methods, but backhandedly points out that this approach is also flawed by assuming a company can hire all peak performers - something that is not Adler's position and again proves that he hasn't read the things he criticizing. Tulgan misunderstands Adler's position in which he clearly states that the performance-based hiring process is really the first step of what can become a much better performance-management process.
Tulgan also falls prey to the classic problem of blaming the system for the failure, ending up criticizing a new management-by-objectives, pay-for-performance, and forced-ranking as yielding only mixed results. Personally I'm not a fan of forced-ranking for a variety of other reasons, but when MBO or Pay-for-Performance fails, it is rarely the concept that fails - it is usually poor execution by the managers doing it.
As I delved deeper and deeper in this book, I realized how a good concept was destroyed by an overall argument that wasn't necessary.It's Okay to Be the Boss: The Step-by-Step Guide to Becoming the Manager Your Employees Need Overview

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The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment Review

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The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment ReviewThe Strategy-Focused Organization
Building on their Balanced Scorecard approach, Kaplan and Norton have developed an impressive framework in The Strategy-Focused Organization for the implementation of strategy. They have found that 90% of strategic initiatives fail due not to formulation but to implementation difficulties. Successful implementation of strategy requires all parts of an organizations to be aligned and linked to the strategy, while strategy itself must become a continual process in which everyone is involved. The Balanced Scorecard, originally seen by the authors as a measurement tool, is now presented as a means for implementing strategy by creating alignment and focus.
Financial measures report on lagging financial indicators. The Balanced Scorecard aims to report on the drivers of future value creation. The book shows in detail how this is done from four perspectives: Financial, customer, internal business perspective, and learning and growth (these are outlined on p.77). These four perspectives produce a highly detailed framework when combined with the five principles of a strategy-focused organization: 1: Translate the strategy to operational terms. 2: Align the organization to the strategy. 3: Make strategy everyone's everyday job. 4: Make strategy a continual process. 5: Mobilize change through executive leadership.
Absorbing every detail of this book will require many hours. The sheer detail of this complex system requires considerable attention, perhaps more than some readers can muster, but clearly distinguishes this work from many books full of business fluff. The style tends to be turgid and pedantic while being admirably complete. Readers can grasp the essence of the book's central points by reading only Chapter 1 (Creating the Strategy-Focused Organization), Chapter 3 (Building Strategy Maps), and Chapter 8 (Creating Strategic Awareness). Skip quickly through the chapters in Part Two: Aligning the Organization to Create Synergies. This section is the least engaging of the five. The balanced scorecard approach to strategy will appeal to those with a systematizing frame of mind. The book is filled with complex diagrams of corporate processes consisting of interrelated boxes and forces.
This approach is extremely detailed and complex. It requires a major commitment and effort. Though the authors claim it can be implemented by smaller organizations, this will be more challenging than for large companies who can commit a team full time to working out the details.
Much of the value of the approach may lie not so much in following through on completely working out the balanced scorecard but on absorbing the lessons regarding organizational integration across silos and the importance of clarity about mission, strategy, and goals. The balanced scorecard is one way to achieve and implement this clarity but not the only way. Another would be continual reiteration of these (as in Confessions of An Extraordinary Executive). Some companies may benefit from strict use of this system, including finding units of measurement for its implementation. Others will gain much from applying the insights without such a formal and complete implementation.The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment Overview

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12: The Elements of Great Managing Review

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12: The Elements of Great Managing ReviewThe 12 elements represent the aspects of work that are most powerful in explaining workers' productive motivations on the job. They include job clarity, materials and equipment, recognition and praise... learning and growth opportunities.
These are my reasons for rating this book 5 stars:
1. The insights are backed by empirical evidence,
2. Although the approach is scientific, the book is easy to understand,
3. It incorporates international perspectives.
The authors illustrate the 12 Elements with examples from the US, Brazil, Germany, India and other countries. The insights are practical and backed by empirical evidence gathered from 10 million employee and manager interviews from 114 countries. In this book employee engagement has been linked to business performance. The authors have compared the top-quartile and bottom-quartile business units for the Elements, and have measured the overall difference between engaged and actively disengaged employees. Throughout the book you will read results that link these differences to a variety of business metrics - productivity, profitability, absenteeism, turnover, shrink (the retailers' euphemism for theft), accidents, customer ratings, etc. I enjoyed the way in which the findings were presented. Each chapter starts with a situation where a company has problems related to an Element. The authors then present their research and findings. After that a "great" manager implements changes and saves the day.
This book is exceptionally well researched. In addition to research by Gallup, it includes references from the works of several other researchers and authors that stretch across time and disciplines; for example Economics (from Adam Smith to Steven Levitt), Psychology (from Abraham Maslow to Mihaly Csikszentmihalyi), Management (from Frederick Taylor to Jeffrey Pfeffer)... Movies (Office Space), TV (Seinfeld) and Cartoons (Dilbert). The book also includes discoveries from neuroscience and game theory.
A note on the important of empirical evidence:
Many managers prefer to manage by their gut feelings, intuition, or by whatever fad that consulting firms are selling. For them, "evidence" often means personal, N=1 experience, and not consistent demonstration of results across contexts and time. That's part of the reason that they will continue to create the same problems that so many before them have made. Today, movements such as "evidence based management" are gaining popularity in academic and business circles. Several HR and Organizational Behavior professionals and professors (for instance Stanford's Pfeffer and Sutton) are applying techniques from science, engineering and statistics to the discipline of management.
Overall, I found this to be an excellent book and recommend it to all managers. Should you be interested, please feel free to read my guides and other reviews of management books.
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Lessons of Experience: How Successful Executives Develop on the Job Review

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Lessons of Experience: How Successful Executives Develop on the Job ReviewThis team of authors has effectively catogorized experience as a tool for training managers. They have a very clear understanding that most of what managers learn is done through hard fought pain and effort - rarely the classroom.
Perhaps most useful is the chapter on learning from good, bad or indifferent bosses. The best part about the book is that these authors both understand the academic, social science research behind effective management, and they have blended it with hard ball qualitative interviews with real people in real job situations. Regretably, they don't give enough emphasis on how to manage one's own job experience.
All in all, an excellent tool. I have reread it five times and consult it regularly.Lessons of Experience: How Successful Executives Develop on the Job Overview

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