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Much like Richard Dawkins' The Selfish Gene, this book blends scientific information with social comment and history. The biochemical concepts used to illustrate how companies live, grow and die are explained, meaning that readers without a scientific background aren't disadvantaged. Using examples largely from the high-tech community, Pascale shows how Silicon Valley giants such as IBM and HP--once heralded as the finest companies in the market--saw coming changes in the landscape, yet failed to adapt. IBM missed the opportunity to capitalise on open architectures and lost the PC operating system battle to Microsoft, while HP became mired in bureaucracy.
There aren't many books that would liken Monsanto's move from plastics to genetic engineering to galactic dust coalescing into a star: this one does. The adaptive leadership of the company's chief executive, Robert Shapiro, is credited with Monsanto's heady success in the 1990s. His failure to understand the nature of complexity is crucial in the company's subsequent fall.
If life is indeterminate and unknowable, if we can all be killed by avalanches, why bother? There are no wholly reassuring answers, but some guidelines can increase the chances of survival. In business, the game can be chess or roulette--it helps not to confuse the strategies appropriate for each. The objective is to synthesis all the pieces together. Key disciplines can sustain the vitality of a living system (specifically corporations) over time.
It's an intriguing premise, and even if you don't agree with Pascale, his arguments bring life to some of the most dramatic corporate stories of the last 20 years. --Sally Whittle
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Book Description
About the Author
Mark Millemann was a senior advisor to CSC Index and has extensive experience working with CEOs and executive teams of companies around the world, including Sears, Hughes Space and Communications, BP Oil, Borg Warner Automotive, and the Illinois Power Company. He is the founder of Millemann and Associates, a management consulting firm based in Portland, Oregon.
Linda Gioja has consulted with CEOs and executives at such companies as Allstate, Sears, and Hughes Space and Communications. She now leads dialogues in national policy forums at the Aspen Institute and for the California Environmental Dialogue, a group of more than twenty energy companies, automakers, high-tech companies, and environmental organizations working on the state's environmental policy. She lives in Austin, Texas.