- Hardcover: 304 pages
- Publisher: John Wiley & Sons Canada, Ltd.; 1 edition (April 18 2003)
- Language: English
- ISBN-10: 047144510X
- ISBN-13: 978-0471445104
- Product Dimensions: 24.1 x 15.8 x 2.7 cm
- Shipping Weight: 526 g
- Average Customer Review: 4.3 out of 5 stars See all reviews (9 customer reviews)
- Amazon Bestsellers Rank: #368,543 in Books (See Top 100 in Books)
- See Complete Table of Contents
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Product Details |
Product Description
Book Description
Offers a broad view of leadership and shareholder value based on multiple business disciplines In Why the Bottom Line Isn't! authors Dave Ulrich and Norm Smallwood argue that sustainable shareholder value comes increasingly from assets not accounted for on an organization's balance sheet. These assets include a company's reputation, its ability to attract talent, and its ability to react quickly to new opportunities in the marketplace. Why the Bottom Line Isn't! harnesses research from a number of disciplines including human resources, finance, and leadership to establish a hierarchy of such intangibles. The authors extrapolate from these intangibles to establish leadership tools that will help create sustainable shareholder value. The book offers a broad, expansive perspective on leadership while eschewing convoluted theory for concrete practice. Dave Ulrich, Ph.D., (DOU@UMICH.EDU) has been listed by BusinessWeek as the top 'guru' in management education. He has co-authored 10 books and over 100 articles, serves on the Board of Directors of Herman Miller, and has consulted with over half of the Fortune 200 companies. He is currently on professional leave as Professor at the University of Michigan to serve as Mission President for the Church of Jesus Christ of Latter-day Saints in Montreal. Norm Smallwood (nsmallwood@rbl.He has led leadership development, business strategy, organization capability, change management, and HR projects for a wide variety of clients spanning multiple industries.
From the Inside Flap
Why the Bottom Line Isn’t! began when the authors asked a simple question: How can two companies in the same industry with similar earnings have vastly different market values? In answering that question, authors Dave Ulrich and Norm Smallwood demystify theories of intangible value and show that the bottom line is about much more than just earnings–it’s about building long-term value through assets not accounted for on a company’s financial statements, such as leadership, brand, corporate culture, and ability to attract talent. The authors use real-world examples from various industries to show how intangibles drive market value; even more, they provide the tools to make it happen in your company.
Based on research drawn from a number of disciplines, including human resources, finance, IT, and leadership, this book offers ideas and actions that leaders at any level, in any function, can use to protect and increase their organization’s overall value. Each chapter presents an intangible asset as a concept, then provides examples and tools that help leaders deliver and communicate the value of each to shareholders, investors, regulators, customers, and employees.
Today’s successful leaders must understand the new role that intangibles play in company valuations and see their own roles from a larger perspective if they are to join the new breed of leaders–those who can consistently build value within the company. Why the Bottom Line Isn’t! will show you how to take that next step and start improving your organization now.
But business leaders aren’t the only people who can benefit from the tools and techniques included in this book. These ideas can be easily translated to all types of organizations–from churches, to schools, to government agencies. No matter what kind of organization you operate, remarkable things happen when you build value through intangible assets. Employees will be more committed, customers and investors more satisfied, confident, and numerous. For those who want to impact the long-term value of their organizations, Why the Bottom Line Isn’t! is a clear and solid guide.
Inside This Book
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First Sentence
The bottom line means business. Read the first page
Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
The bottom line means business. Read the first page
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Concordance
Browse Sample PagesConcordance
Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
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Most helpful customer reviews
4.0 out of 5 stars
A Good Read!,
By
This review is from: Why the Bottom Line Isn't!: How to Build Value Through People and Organization (Hardcover)
Authors Dave Ulrich and Norm Smallwood use a bottom-line approach to assess various business intangibles that build actual value, such as a vision of future growth and improved capabilities. They present the keys to creating value by mustering intangible assets in a well-organized, highly structured way. Unfortunately, the intangible factors and the growth steps they discuss are well-traveled territory. But while other books may describe how to develop these "soft" qualities in a more intriguing or more original way, this volume handily dissects, quantifies and explains them step by step. Here, the vague is made concrete. Even a bean counter could understand the bottom line value of innovation, improved internal systems and enhanced organizational culture with this explanation. We recommend it to those who want to invest in intangible assets in a tangible setting, for very tangible reasons.
5.0 out of 5 stars
Intangibles in Organizational Effectiveness,
By
This review is from: Why the Bottom Line Isn't!: How to Build Value Through People and Organization (Hardcover)
This book argues that competitively successful organizations seek to constantly build long-term value by strategically managing some of their intangibles. As we know, intangibles are not accounted for in an organization's financial statements. By exploring the world of intangibles, the authors explore a new idea or a new bottom-line, which has the building of long-term market value as its central theme. The authors have identified 7 key intangibles that have to be nurtured. They include the following: shared mindset, talent, speed, learning, accountability, collaboration, and quality of leadership. They have built their formulations on the basis of their own real experiences or a survey of the practices followed by globally successful organizations. The book is based on an Architecture which is the central model on which its contents revolve (p.13). Some of the prominent features of the book are as follows: Firstly, the book explores a new bottom line suggesting that the intangibles are as or even more important as the hard strategies, systems and processes; for it is the focus on the intangibles that helps build customer, investor, and employee confidence about the future. Secondly, the book should be seen as outlining an agenda to focus on for HR managers; this is to charge them to increase the shareholders' value through helping develop each of the intangibles. The present crisis of HR department globally emanates from the allegation against it that it indulges in wasteful expenditure in non-measurable activities. Thus the book suggests that HR managers have to become coaches, architects, designers and facilitators of organizational capabilities. Thirdly, the observations and formulations of the authors are based on inter-disciplinary perspectives within management segments, and are not just reflections of organization theory or effectiveness or just better HR management. They have drawn from researches from disciplines such as human resources management, financial management, IT, and leadership. Fourthly, the book succeeds well as a solid guide that makes a complex subject simple to the reader by putting before her the essence of various functional perspectives related to management of intangibles. The discussion helps in gauging what works and what does not, and why. Fifthly, the book contains some remarkably interesting and effective tips of leadership building at the top as well as leadership-building as a way of organizational life. The authors point out that when leaders identify and implement the seven intangibles identified in the Architecture, they "create intangible value" (p. 251). The book is an essential reading for any executive who wants to better handle the complexities of managerial life in the era of chaotic competition. It surely helps the reader see a larger picture. Though the book has been written in extremely user-friendly way, I feel if it had a simpler title it would have carried a much higher attention value of potential lay readers. Still, there is no doubt that it will be especially liked by those managers and leaders who want to build confidence about shaping their future in the chaotic business world.
1.0 out of 5 stars
Clever title or false premise?,
By
This review is from: Why the Bottom Line Isn't!: How to Build Value Through People and Organization (Hardcover)
This book appears to be based on two false premises. One, the bottom line is the bottom line, if organisations manage to get more value out of their people the bottom line changes. Two, there's no such thing as an intangible - market value of a business is tangible value. The big omission is any definition of value even though the authors constantly refer to this concept.An ideal read for HR people who want to talk a good job but of little use for those who genuinely want to find practical ways to add value through people.
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