The Centerless Corporation: A New Model for Transforming Your Organization for Growth and Prosperity FROM THE PUBLISHER
Bruce A. Pasternack and Albert J. Viscio, the founding partners of the Strategic Leadership Practice at Booz-Allen & Hamilton, one of the world's top management and technology consulting firms, offer a comprehensive strategy for business survival and success. At the heart of this work is a new model for the 21st-century corporation that will bring growth and prosperity. The Centerless Corporation goes beyond the lines and boxes of today's rigid organizations. It defines new relationships which make traditional corporate center, command-and-control models obsolete. The Centerless Corporation is a compelling model that presents practical solutions for how to build a more effective global organization, develop capabilities for growth, formulate a New People Partnership with employees, implement a learning organization, and cultivate leaders at every level in the organization. The foundation of many of this book's concepts was developed by a Booz-Allen & Hamilton task force charged with studying emerging trends and alternatives for large corporations to cope with the new business environment. The authors convincingly demonstrate that successful firms will build leadership models based on vision, values, and identity. They will establish coherent business processes within their organizations, leverage knowledge, share best practices, and develop highly motivated work forces. They will redefine their organizations, establishing new roles for what the authors characterize as the Global Core, a value-contributing, next-generation corporate center.
SYNOPSIS
Booz-Allen & Hamilton, one of the world's top management consulting firms, offers a comprehensive strategy for business survival.
FROM THE CRITICS
Library Journal
Scott Bryce offers a straightforward reading of this overview of ideas that a corporation should consider to improve its structure (LJ 2/15/98). The authors advocate a small, core management team at the top with more power distributed to corporate divisions. There may be a problem in saying that corporate leadership should be downsized while providing more direction for the business. The authors focus on knowledge, people, and coherence as key concerns. Unfortunately, they fail to go beyond brief generalities and get to meaningful specifics. Some of their points are obvious, such as that people are an important component of successful organizations. Since few persons have an opportunity to restructure a corporation, these tapes may not have a large audience. The ideas here have been presented more effectively before. Not recommended.Mark Guyer, Stark Cty. Dist. Lib., Canton, OH
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