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In the early 1980s, Springfield Remanufacturing Corporation (SRC)
in Springfield, Missouri, was a near bankrupt division of
International Harvester. Today it's one of the most successful and
competitive companies in the United States, with a share price 3000
times what it was thirty years ago. This miracle turnaround is all
down to one man, Jack Stack, and his revolutionary system of
Open-Book Management, in which every employee understands the
company's key figures, can act on them and has a real stake in the
business. In Stack's own words: 'When employees think, act and feel
like owners ... everybody wins.' As a management strategy, 'the
great game of business' is so simple and effective that it's been
taken up by companies from Intel to Harley Davidson.
"The Great Game of Business" started a business revolution by
introducing the world to open-book management, a new way of running
a business that created unprecedented profit and employee
engagement.
The revised and updated edition of "The Great Game of Business"
lays out an entirely different way of running a company. It wasn't
dreamed up in an executive think tank or an Ivy League business
school or around the conference table by big-time consultants. It
was forged on the factory floors of the heartland by ordinary folks
hoping to figure out how to save their jobs when their parent
company, International Harvester, went down the tubes.
What these workers created was a revolutionary approach to
management that has proven itself in every industry around the
world for the past thirty years--an approach that is perhaps the
last, best hope for reviving the American Dream.
It's widely accepted in business that great companies grow their
revenues and profits year after year - but bigger is not
necessarily better. In Small Giants, journalist Bo Burlingham takes
us deep inside fourteen remarkable privately held companies, from a
brewery to a record label, that chose a different path to success.
These organizations quietly rejected the pressure of endless
growth, deciding to focus more on satisfying business goals - being
the best at what they do, creating a stimulating place to work,
providing perfect customer service and making important
contributions to their communities. But what are the magic
ingredients that make these companies unique? Why and how does
their approach work in such widely varying industries? And what
lessons can we learn from them? A fresh, inspirational guide to
business strategy, Small Giants will help any entrepeneur consider
new directions to make their company great.
Bo Burlingham, the bestselling author of Small Giants, returns with
Finish Big, an original guide to exiting your company successfully
and gracefully. "Finish Big is for all those founder/leaders who
want to do more than take...it is for the ones who want to leave
something behind." Simon Sinek, author of Start with Why and
Leaders Eat Last "Practical and profound, fast-moving and
thought-provoking, masterful in its clear prose and compelling
stories- Bo Burlingham has once again done a tremendous service in
deploying his craft." Jim Collins, author of Good to Great and
co-author of Built to Last and Great by Choice No two exit
experiences are exactly alike. Some people wind up happy with the
process and satisfied with the way it turned out, while others look
back on it as a nightmare. The question I hope to answer in this
book is why. What did the people with 'good' exits do differently
from those who'd had 'bad' exits?' Bo Burlingham's first book Small
Giants became an instant classic for its original take on a common
business problem: how to handle the pressure to grow. Now he is
back to tackle an even more common problem: how to exit your
company well. Sooner or later, all businesses get sold, given away,
or liquidated. Whatever your preferred outcome, if you start
planning for it while you still have time and options, you can
build a stronger, more resilient company with a higher market
value. Unfortunately, most don't - and they pay a steep price for
their procrastination. Through dozens of interviews with
entrepreneurs across a range of industries, Burlingham identifies
eight key factors that determine whether owners leave their
businesses happily. He showcases the insights, exits and cautionary
tales of entrepreneurs across an array of industries including
manufacturing, food and services. Finish Big is an illuminating and
inspirational guide to one of the most stressful, and yet
potentially rewarding, processes business owners must go through.
Bo Burlingham is the author of Small Giants: Companies That Choose
to Be Great Instead of Big, a finalist for the Financial
Times/Goldman Sachs Business Book of the Year in 2006. An editor at
large at Inc., he has reported on the entrepreneurial revolution in
America since the early 1980s and has witnessed up close the birth
and development of the companies that have reshaped our world.
Two of Inc. magazine's hugely popular columnists show how
small-business people can deal with all kinds of tricky situations.
People starting out in business tend to seek step-by-step formulas
or specific rules, but in reality there are no magic bullets.
Rather, says veteran entrepreneur Norm Brodsky, there's a mentality
that helps street-smart people solve problems and pursue
opportunities as they arise. He calls it "the knack," and it has
made all the difference to the eight successful start-ups of his
career. Brodsky explores this mind-set every month in Inc.
magazine, in the hugely popular column he co-writes with journalist
and author Bo Burlingham (best known for his acclaimed book Small
Giants). In both their column and now their book, they tell stories
about real companies facing real challenges, and show readers how
to apply "the knack" to their own businesses. Brodsky and
Burlingham offer essential advice such as: Follow the
numbers-that's the best way to spot problems before they become
life threatening Keep focusing on your real goal--it's amazingly
easy to get sidetracked by secondary concerns Don't get so close to
the problem that you lose all perspective Brodsky and Burlingham
prove that street smarts and business acumen can be within any
entrepreneur's reach.
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