Strategy
An independent consultant, Hubbard (business administration, Oxford U.) explains why half of all attempts to acquire a business, or merge two businesses, fail. Then she explores the psychology involved, describes a process for acquiring, and presents five case studies in which the names and other details of both the companies and people have been changed. The section on psychology particularly discusses the reaction of employees whose means of livelihood have just been bought and sold.
This book is an examination of the contemporary ethical problems of business in a philosophical context. It analyzes various types of capitalism, in particular, the Anglo-American type which is practiced primarily in the English-speaking world, and is exemplified by the commercial and financial systems of Wall Street and the City of London. This analysis includes an examination of the corporation, the ethics of the stock market, the morality of takeovers, and the problem of business and the environment. An Ichor Business Book. Norman P. Barry is Professor of Politics at the University of Buckingham.
The authors--academics and military men--cite examples throughout military history, including quotes, stories, and diagrams, that teach important lessons for business leaders. Their central theory is that an interacting environment sets typical conditions in which an organization and its strategy will succeed. Critical factors supporting this theory are explained in chapters covering the environment, organization, and strategy in the planning stage, and communication, action, and results in the execution phase. The appendix reviews military-business maxims, which include looking at the big picture first, looking for what causes change, being ready to deal with the worst, making sure the mission is clear, assigning objectives and not actions, and learning from everyone else. The final admonition is to learn why we make a mistake and how to avoid it next time. While the linkage of military and business performance is not a new concept, the authors' presentation in story form enhances traditional concepts to make them relevant and applicable to modern managers.
Paul Harris Stores did exactly what it was supposed to. It brought fashion, comfort, style, and functionality to millions of women in the Midwest. Paul Harris' run of 50 years is remarkable because so few retail stores make it that long and so few make it so big. His life and experiences tell readers much about U.S. culture, retail history, and a brand of entrepreneurship that appears to be making a comeback.