Item description for Evolutionary Leadership: Dynamic Ways to Make Your Corporate Culture Fast and Flexible by Susan Annunzio...
Overview One of the world's leading management consultants offers a vibrant view of leadership. With real-world examples, Annunzio shows how to create a more productive working environment by attacking traditional priorities in unconventional ways.
Publishers Description "IS YOUR CORPORATE CULTURE SUFFOCATING YOU?" Written by one of the world's leading management consultants, "Evolutionary Leadership" offers a vibrant style of leadership that will enlighten executives and inspire them to rethink their companies in an ever-changing economy. With business practices changing every day, companies must create environments of speed and flexibility that will engage employees and allow radical ideas to thrive. Susan Annunzio takes readers beyond typical management-speak, offering a blueprint for leading by promoting environments that succeed amid constant change. igniting passion for saving America's traditional businesses. thinking about where your company is heading and how to get there. With real-world examples, Annunzio shows how to create a more productive working environment by attacking traditional priorities in unconventional ways.
Promise Angels is dedicated to bringing you great books at great prices. Whether you read for entertainment, to learn, or for literacy - you will find what you want at promiseangels.com!
Studio: Free Press
Est. Packaging Dimensions: Length: 8.56" Width: 5.54" Height: 0.63" Weight: 0.52 lbs.
Release Date Feb 12, 2002
Publisher Free Press
ISBN 0743204395 ISBN13 9780743204392
Availability 0 units.
More About Susan Annunzio
Susan Annunzio is a strategic advisor to leading global companies and a recognized authority in change management and business leadership. An assistant adjunct professor of management at the University of Chicago Graduate School of Business, she lives in Chicago, Illinois.
Susan Annunzio currently resides in Chicago, in the state of Illinois.
Reviews - What do customers think about Evolutionary Leadership: Dynamic Ways to Make Your Corporate Culture Fast and Flexible?
Save Your Time and Money ! ! ! Apr 15, 2004
I thought this book was awful for three reasons.
First, the author spends way too much time discussing how to placate the 20-somethings in the workforce today. Managing a workforce isn't that difficult. Identify what motivates workers, and then establish opportunities to help workers achieve goals. Managers shouldn't be in the business of catering to the whims of their immature staffers. Managers should be leading by example.
Second, the author is extremely vague about the companies she worked with and the accomplishments achieved. The author should have provided a list of concrete examples - company names, their problems and the solutions to those problems. Instead the author dances around the specifics and speaks in broad generalizations. It leads me to believe the author was called into failing companies and made recommendations akin to rearranging the deck chairs on a sinking ship.
A company can have the best management in the world. But if nobody is buying its products and services, the company is doomed to failure. Companies need to figure out what customers want, and then give it to them. Unfortunately, too many e-businesses were trying to convince customers to buy products or services they didn't want and didn't need.
Finally, the author's speaking voice reminds me of nails scraping over a chalkboard. Very squeaky and irritating. Her voice lacked any sense of confidence. This lack of confidence was compounded because she failed to list specific businesses that may have benefited from her advice.
Most speakers do a better job in person. I would like to hear the author in a live presentation to see and hear the difference. I recognize that the book was written at the tail end of the dotcom boom and released in the midst of the dotcom bust. In the heyday of the dotcom revolution, what worked early on did not always apply down the road.
I also noticed that Nextera, "the leading global management consultancy firm" that the author use to work for, has sold off all of its operating units, and is looking for a partner to help relieve the net operating loss of $43 million as of December 31, 2003. Nextera's failure raises a series of questions such as:
Did Nextera not listen to it's own consultants? Did Nextera follow its own consultants' advice and still fail? Did Nextera's advice to other companies help or hurt those companies?
Then again, perhaps all the good consultants left the company before the financial problems started. I have searched the web some sort of rebuttal or follow up commentary from the author, but have not found anything.
The Bottom Line: I cannot recommend this book. Read Patricia Seybold's newsletters and publications to see what is and is not working in the technology field.
The tools of tomorrow Feb 22, 2002
This book illustrated to me what needs to be done to be a leader in the new economy.Management really needs to read this book and implement some of its philosophies. People in most companies are not always satisfied with what they do and old techniques simply don't always work anymore. Organization managers need to accept this fact and commit themselves in making a change. After reading this book, I can clearly see that the company that I work for has a long way to getting where it needs to go and time is of essence.
Good points gained from a rapid reading Jul 18, 2001
eLeadership is written not for new companies but for established companies whose formerly effective business rules are now causing them problems. Change-management specialist Susan Annunzio provides a five-step process for transforming established cultures and structures to enable flexible and fast-paced leadership. The author starts off with observations about the differences between the Baby Boom generation and the X and Y generations. This does serve to focus executives' attention on improving communication between diverse backgrounds, though it inevitably overgeneralizes.
A core part of her book revolves around the 20/60/20 rule. The top 20 percent of the workforce are the change leaders and high-potential performers at every level of the organization. These are the people who can be spurred to ignite change throughout the enterprise. The bottom 20 percent are the complainers and enemies of change. The middle 60 percent can be influenced by either the top or bottom groups, so Annunzio's strategy is to show executives how to use the top 20 percent to influence the middle group while diminishing the power of the obstructive bottom group. The best chapter is probably chapter 4: "Ask the Unaskable, Speak the Unspeakable". Through real-life examples and clearly articulated strategies, this chapter shows how to break through fear and open communications throughout the enterprise, allowing real change to begin. Most of the value of this book can be extracted by careful attention to this chapter while skimming the rest for the key points. The easy style of writing and the author's restraint in book length makes gleaning the core points rapid and painless. If you are part of a company where everyone feels trapped with old rules but where no one dares break out of the mold, this is a fine book to read and put to use.
It's a Dipper! Feb 10, 2001
I finished this lovely little book about 10 days ago. Is the book any good? Well, I have already been using some of what I found in there with my clients and my employees, both to good effect. That would be a yes! :)
One of the things I really like about the book is that it is a "dipper". I can browse through and stop at almost any page, dip in and pick up an illustrative real life story that reminds me of things I could do, suggests new things I might do or confirms things I am doing. This book is both a great reminder and an inspiring boot in the ***.
UC GSB Adjunct Professor of Strategic Management Feb 10, 2001
I finally got to read your book. Well done! Your steady use of interesting cases illustrated your points extremely well. It's applicable to far more situations than leading change in "e" business. The approach you advocate would work well in any company in today's talent short environment. Here's hoping the publisher's marketing efforts obtain the widest audience possible. The book deserves it.