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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.
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