Welcome to The Supply Chain Dialogues, season two, episode 15. I am Daniel Helmig.

Do you still recall the books, movies, podcasts, and plays that made you see reality and your part in it differently? What moved you to tears, made you laugh hysterically, or made you sit down afterwards, to re-evaluate yourself? When it comes to movies, it is L.A. Story from and with Steve Martin, a movie from the 80s, that my wife and I constantly quote from, leading to mild eye-rolling of our two grown sons.

When it comes to books, there are a number that over the last decades years grabbed me and let me (and definitely thousands of others) stop in our tracks and re-evaluate what we were doing.  I read about 2-3 business books per month (mostly when I travelled globally), and I shared the good ones with many of my direct reports, I was known to provide people a list of books or often even the books themselves, in an effort to let them consider a different point of view.

So, here is the first of two podcast episodes on some of the books that I believe to be essential and that helped me question myself and my surroundings. did my list of books, that altered my thinking to, what I hope, a better leader.

I recommend getting them either as an e-reader with annotation capability or in extract forms from either Blinkist, getAbstract, snapreads, shortform or any other abbreviation services available.

Yes, there are differing opinions about whether to read the whole book as the author intended or just the summary of ideas. 

My experience is that most business books have the main ideas explained in the first 100 pages, and then the rest are details and examples. I read the first pages and then scanned through the rest.

However, when it comes to the books here, I can say that I read them cover to cover. 

In the first episode, I concentrated on 10 leadership and overall cultural knowledge books. In the second instalment, I then cover more functional books on Operations, quality, procurement and IT.

Ok, let’s get into it: For General leadership and cultural knowledge I selected 10 books. Evidence-Based Management by Barends and Rousseau, Politically Savvy by Joel R Deluca, 7 habits of highly effective People by stephen r.covey, getting things done by david allen, data driven organizational design by rupert morrison, the pyramid principle by meito, the art of wr by  sun tzu, the culture map by erin meyer, american nations by colin woodard, the man who broke capitalism by david  gelles, and the one minute manager by Banchard and Johnson.

Each book made me re-think my behaviour, my outlook on the world, and as well often change my way of working or thinking. And one book led me in a wrong direction.

General Leadership & Cultural Knowledge

"Evidence-based Management" by Eric Barends

This is the book I would have liked to have read, when still in the corporate environment. “One of the strengths of this book is that it considers evidence from academic research, from practitioners, from the organization itself and from stakeholders surrounding the organization. For each of these sources of evidence, the book addresses how to acquire evidence and appraise its relevance and usefulness, as well as practical insights as to how to turn evidence into action. Does Jeffrey Pfeffer, Thomas Dee Professor, stanford, co-author of Hard Facts, dangerous Half-truths, and total nonsense say about this book.

It introduces the abbreviation of a HIPPO (The Highest Paid Persons Opinion), and the fallacy to fall for this opinion to base decisions on.

I realized that I was guided by HIPPO’s for most of my adult life in business, as well as was someone who used HIPPO to drive my organization. How often did it happen to you, that you ask three important managers, and they all come up with a different solution…that should get everyone thinking…that we just start throwing darts in the dark. Evidence based management is something different…

If it worked, great, we were lucky - but as so many other top managers, we conveniently forget all the times that ower opinion was - well crap.

The issue with evidence or mostly opinions of practicioners, whether as bosses or in teams in a company, is that they are only as good and knowledgeable as their practice so far gave them a construct to work with.

In the book "Evidence-based Management" the authors present a different, more complicated, but, overall much more reliable and success prone approach. Getting yes, practitioners' evidence, but as well scientific or academic knowledge, organizational and, last, but now least stakeholders into the mix of answering strategic questions.

I have my own, limited experience with this. When I had the most challenging job in my career a few years ago, and was in charge to dismantle a massive organization from hybrid to decentralized, the question of size of headquarters and functions to keep came up - actually it was the central piece of the transformation. Everyone had an opinion, especially the HIPP.  Via the consultancy that was supporting us shortly at the beginning, I came across an academic paper that analysed actually 600 different companies with regard to the size and role of head quarters. Not only the paper, but especially the attachments with all the data points proved very helpful.

I was able to share this with all HIPP’s in the leadership team, and in the end that was the headquarter we implemented, sizing it down by 90%. Share price since then a few years nearly doubled, which is quite a feat for a company in this industry. It helped, to have a wise supervisory board that choose a subsequent leader who was able to run with such a decentralized organization…

Now, the authors Barends and Rousseau emphasize the importance of applying scientific methods to organizational decision-making, rather than relying solely on anecdotal experience or anecdotal evidence. The book provides a framework for integrating research findings with managerial expertise and understanding how to implement evidence-based practices within an organization.

The book outlines the key steps involved in evidence-based management, from formulating precise questions and gathering relevant data to critically appraising research findings and integrating evidence into organizational practices. Barends emphasizes the importance of embracing a culture of experimentation and continuous learning within organizations, in order to adapt to changing circumstances and improve decision-making processes.

One of the central themes of the book is the idea that evidence-based management requires a shift in mindset, moving away from intuition-driven decision-making towards a more systematic and data-informed approach. Barends offers practical strategies for implementing evidence-based practices, such as cultivating a collaborative and open-minded organizational culture, encouraging critical thinking, and fostering a commitment to ongoing research and evaluation. So, if you do not get any other book, try this one

The next in line is the book Politcally Savvy, by Joel R. DeLuca. You already realized in the summary of books at the beginning, that the titles are not too sophisticated…but that’s the charm I find. They tell you from the start what you will get, and are not bashful about it.

Political Savvy: Systematic Approaches to Leadership Behind the Scenes by Ph.D. Joel R. DeLuca in 1999

DeLuca was a professor at Wharton, and for a long time had the only course that was a must for all business students: Politically Savvy.

Now this guy was actually a rocket scientist, he worked at NASA, before he became an academic.

The book is a reflection of his research and the experiences he made at NASA. As a young researcher he was asked to work on a project with fellow rocket scientists. He found it amazing how they loathed management and made them responsible for all sorts of miseries they had in their work lifes.

Low and behold, shortly later he, as a bright scientist, was asked to work with the upper echelons of NASA, so the people that were so much hated by the rocket scientist. He was amazed about the intelligence and differences in these leaders, and learned that they had as well an axe to grind: with these ungrateful, and lazy rocket scientist they had to manage.

After this experience he left NASA, fascinated to research why these strage assessments on both sides happen, and how to overcome them.

I got aware of the book as part of the Senior Manager Training at Ford Motor Company. When I became a director, at that point in time I had to go to classes to “un-learn” some of my old behaviours that made me successful until this point in time, but now would lead to exhaustion and alienation of my departments. I was a senior manager, no longer an subject matter experts, those were now reporting to me.

The stereotypes he lays out both on the management leadership as well as on the SME side, spoke to me right away. Either I behaved myself like this or I knew colleagues or leaders that were portrayed perfectly.

The most common person in my peer group, not making it to management, were blocked by either one of two types: 

1. The Moral Block – implies that ‘organisational politics’ equates to ‘manipulation’ and thus creates an ethical barrier.

2. The Rational Block – says that we should not need to descend to such means – the idea’s obvious strengths should be enough.

DeLuca counters that the Politically Savvy person accepts that organisational politics is just another fact of life. I suppose that I always knew that effective leaders had some amount of political savvy. They seemed to know who to talk to, and how and when to talk to them. DeLuca believes you can gain in political savvy in a systematic way. He is clear about the role of results when he writes, and I quote: “Leadership in the near term is making things happen. In the long term, leadership is developing people. The ultimate responsibility of a leader is not just to make things happen today but to increase the organisation’s capacity to make things happen tomorrow. The best leaders accomplish this by developing others to become leaders.” The role of the leader includes attention to the sustainability of the organization and the development of the next generation.

One of the book's central themes is that leadership often involves operating behind the scenes and understanding the informal networks and power structures within an organisation. DeLuca offers practical tools and techniques for analysing and leveraging these dynamics to drive positive change.

The book also delves into the role of emotional intelligence in political savvy, highlighting the importance of self-awareness, empathy, and effective communication in building influence and leading others. 

It is a great book, to pull away the veil infront of our eyes when we are a while in a corporate work setting. But, it is out of print, so you have to hunt for it, or find it via Google Books in one of the libraries next to you.

Apropos libraries, I stopped having a library pass when I was twenty-five. After that I bought most of the books. If you’re not in the library scene, you have to check it out, since they went fully digital. You can lent books, audiobooks, magazines onto your ipad or smart phone at little cost - I love it.

Now getting on with my all time favorite, and yes, another terrible, pretentious title, but bear with me:

7 habits of Highly Effective people by Stephen R. Covey in 1989

This was at some point in time the management bible of many, mainly US american organizations. Stephen R.Covey, devout mormon, family man (father of nine and grandfather of fifty-two) he was a scholar, author and speaker. He died in 2012. If you can, get his lectures about the book - he is quite a character, and it is even more fun than reading the book.

For about 20 years, I read the book or listened to him once a year, mainly in the car on my drive to and from work. The seven habits, that he distilled from 200 years of self-help and personal development books written in the united states, were quite revealing for me. They gave me as a manager, but as well in my roles as father, husband, son, friend a compass to live by.

I will not go through the habits here, you can find them easily in any google search, but let me just refer to one that I struggled with the most: "Seek First to Understand, Then to be Understood”. I am not saying that I was great with the other habits, but this one was a struggle for me all my life. But the book helped me to fight my urge to potificate, as my wife puts it. The book helps to identify the blind spots we all have, and offers benign alternatives of how to live.  

And here is another fact to know. This so called “habit” he condensed from the american literature, is actually a bit older. Giovanni di Pietro di Bernardone (c. 1181 – 3 October 1226), known as Francis of Assisi was an Italian mystic, poet and Catholic friar who founded the religious order of the Franciscans. He had a wonderful prayer: O Lord, grant that I may not so much seek to be consoled as to console, to be understood as to understand, to be loved as to love. And I am pretty sure that this habit or prayer can be found in all religions or spiritual practices. Why? Because it is a fundamental truth of the human condition, and so difficult to entertain.

I as well liked the 7th habit:, "Sharpen the Saw," . It centers on personal renewal and continuous improvement. Covey emphasizes the need for individuals to invest in their physical, mental, emotional, and spiritual well-being to sustain long-term effectiveness and balance in their lives. 

I love the book, and it is probably the most well-read book in my library.

By the way, talking of books. How to you read them? Do you regard them as objects that need to be kept pristine? Or do you devour them and make them your own. I was in the past one of the pristine types, mainly because when I was young, I had to get my books out of the library and return them in the same condition than I got them. But, when I bought the books for my own use, I kept the library mindset. Until, again I read a book about reading a book, and how to make it your own. And, something magical happened. The more I earmarked, write at the sidelines, highlighted and doodled, the more I remembered the content of the books. If something was especially important for me, I made a point to tell my wife and or my team about it, because you remember the best, if you teach the content that you learn.

So, make the books your own - devour them …

Now we get to

Getting things done by David Allen

"Getting Things Done: The Art of Stress-Free Productivity" presents a comprehensive and practical approach to personal and professional productivity. The book introduces the "Getting Things Done" (GTD) methodology, which is designed to help individuals effectively manage their tasks, projects, and commitments while reducing stress and increasing mental clarity.

At the core of GTD is the concept of capturing, clarifying, organizing, reflecting, and engaging with all the "stuff" that comes into one's life—ranging from emails and work tasks to personal goals and household chores. Allen emphasizes creating a reliable external system to free up mental space and allow for better decision-making and focused attention.

The book begins by addressing the challenge of overwhelming workloads and the feeling of being constantly inundated by tasks and responsibilities. Allen introduces the concept of a "mind like water," where individuals can achieve a state of readiness and calm, similar to a still pond that can effortlessly respond to ripples without being perturbed.

Now, I did what Allen defined several times, and the impact was fascinating. For the first time, I cleared my computer memory and opened my brain up for new and original thoughts. I never was as creative then in the phases when I had everything done in the GTD way.

My problem, and that of many people I spoke with, is keeping it going. You need to be a bit rigid to handle it.

But, even if you slide, the book is a jewel to get your head free, and get things done…Experiment with it, you might like it.

Allen provides insights into managing email, reducing mental clutter, and maintaining focus on high-value activities. The book offers practical recommendations for setting up an effective physical and digital filing system, managing meetings and commitments, and leveraging technology to support productivity without becoming overwhelmed by it.

TIP: There was an US top level executive in Ford some time ago, when I was still a supervisor, who made a habit of teaching when he traveled. He had read all the time management books he could get hold of, summarized them first for himself, and then put it all together in a lecture, that I gave when he traveled to his teams globally. I was always impressed about this gentleman: He was known to be ruthless and highly demanding, but on the other side understood, that, ad DeLuca put it, you first and foremost develop the next leadership. Something for you to consider: What is the book or business area you are particularly good at? Can you teach it? If not, learn to - and share it with your employees. You will plant a seed, that they will carry with them for all their life. I still remember this guy 30 years later, and did a lot of trainings in line with his example - hell, to some extent even doing the podcast is based on him. In all honesty, I forgot his name, but not what he did.

Now we get to a pet pief of mine: Organisational design

Data-driven organisational design by Rupert Morrison

Rupert Morrison is an economist, recognized author and leader in organization design, human capital management and analytics. His book Data-Driven Organization Design has been shortlisted for the ‘Management Book of the Year Award’ by the Chartered Management Institute and The British Library. He was formerly a strategy management consultant, Rupert is now CEO of Concentra Analytics, one of the fastest-growing analytics firms in the UK with expanding presence in Europe and North America. Rupert is the pioneer behind OrgVue, winner of 2014 Gartner Cool Vendor in human capital management software.  Now my caveat here is that I liked OrgVue, it was spectacular at the time Rupert came up with it, but have to say that today there are more software systems, some with AI, that are similar.

I was impressed by this book, its always a difficult balance for any organisational book to balance between giving it some weight in terms of theory and depth and making it practical. Rupert 

When you are in corporate, you will say “yes,yes,yes” all the time. There is a whole section which looks at Spans of Control . Most HRBPs will at some point had the conversation around what is the ideal Span of Control . And I, like no doubt many have worked in businesses where the "correct span of control is x" across the business. Morrison argues quite rightly that its the wrong to focus on averages but actually to look at the spread and see where the outliers are. He then produces a framework to think through what the ideal span of control should be. The emphasis is on understanding the drivers of any span and then to cluster similar roles . It is a more analytical approach then the usual it is x or finger in the wind its between x & y which is more commonly deployed.

Its a pretty comprehensive run through HR Analytics from foundations through to Macro , then Micro design ending up with how to make it happen. This covers everything from Rightsizing to strategy articulation .

Obviously you cannot read this book without knowing that the Author founded and runs OrgVue one of the better HR data analytics tools. That does come out in that most of the visual data examples are produced from OrgVue, however that does not detract from the book, and it does not feel like an infomercial !

I think for both Organizational development professionals , HRIS and HRBPs this book hold some really important points about how an organisation can harness data to make better decisions and outcomes for the business. It is also a good read for you, you runs a large organisation. I have learned that while the software is readily available, most HR departments shy away from making the organisation fully transparent. You need to help a bit, and ask for it - you will find massive benefits in achieving your budget and headcount targets for the next years to come. And you realize, where you need to boost personnel and get rid of management layers. I loved the book, and we used it in a transformation of a company with 150k people.

Ah, and now another one of my favorites, known to many, should be known to all:

Here, for the first time, I understood a hack to explaining, presentations etc: The rule of three: 

AIMEE

The Rule of Three is a rhetorical principle suggesting that information is more effectively conveyed when presented in groups of three. This pattern, often seen in speeches, storytelling, and marketing, is believed to be more memorable and impactful for audiences. By structuring ideas into three distinct points, speakers and writers can create a sense of completeness and emphasis that resonates with the human mind

The Pyramid Principle

"The Pyramid Principle" by Barbara Minto introduces a structured approach to communication and problem solving, emphasizing the creation and delivery of clear and persuasive messages. The book outlines the "Pyramid Principle," a framework designed to help individuals structure their thinking and effectively present complex ideas in a logical and compelling manner.

At the heart of the Pyramid Principle is the idea that ideas should be organized in a pyramid structure, with a single, overarching idea at the top supported by subordinate points and details underneath. This approach aims to guide readers and listeners through a clear and cohesive narrative that builds on a central argument.

The book begins by addressing the challenges associated with presenting complex information, highlighting the tendency for individuals to present ideas in a disjointed or disorganized manner. Minto advocates for the importance of ensuring that communication is structured, hierarchical, and focused on a single core message, reflecting the structure of a pyramid.

Minto emphasizes the value of starting with the main point or conclusion, referred to as the "top down" approach. By establishing a clear central idea at the outset, the communicator can then support and elaborate on this idea using structured layers of subordinate points and evidence, creating a logical flow of information.

The "Pyramid Principle" is not only about organizing content effectively but also about understanding the audience's need for clear, well-structured communication. Minto introduces the concept of "diagonal thinking," which emphasizes the ability to perceive and address the varying perspectives and needs of different audience members in order to construct a persuasive narrative.

Throughout the book, Minto provides illustrative examples and case studies to demonstrate the application of the Pyramid Principle in various real-world scenarios, ranging from business proposals and reports to presentations and strategic communications.

You will find these ideas in dialectics and other text going back to the greeks - again, old stuff, well presented for modern times. And let me tell you: it works very well. It is not a hack: it helps to as well discipline yourself: you know the old joke: Sorry boss, to send you such a long email, if I would have had more time, it would have been shorter. Short is sweet, or KISS: keep it simple, stupid.

Now, I have read a lot of military treaties, but the mother of them all is: 

The Art of War by Sun Tzu

It is a timeless and influential treatise on military strategy that has also been widely applied to various areas of business, leadership, and conflict resolution. The book is structured as a series of concise and profound insights into the nature of warfare and the principles essential for success in battle. Sun Tzu's teachings emphasize the importance of meticulous planning, adaptability, and understanding of the enemy's weaknesses, as well as one's own strengths.

I had the honour to walk through the area attributed to Sun Tzu in Suzhou during my time working in China. He holds a special place in my memories.

The book begins by discussing the nature of conflict and the factors that contribute to victory. Sun Tzu highlights the significance of strategic thinking, stating that "The supreme art of war is to subdue the enemy without fighting." This idea is central to his philosophy, emphasizing the value of outmaneuvering opponents through careful planning rather than relying solely on brute force.

Sun Tzu introduces the concept of "The Five Essentials for Victory," which include moral influence, weather, terrain, leadership, and military discipline. He highlights the importance of understanding and leveraging these critical elements to gain an advantage in warfare. Furthermore, Sun Tzu emphasizes the need for swift and decisive action, stating, "Speed is the essence of war."

The book discusses the principles of deception and surprise, emphasizing the value of appearing weak when strong and strong when weak. Sun Tzu's teachings underscore the importance of psychological warfare and the manipulation of enemy perceptions to gain an upper hand in battle.

Throughout "The Art of War," Sun Tzu also delves into the significance of proper planning, preparation, and organization. He advocates for the careful assessment of resources, the systematic evaluation of risks and opportunities, and the necessity of adapting one's strategy to changing circumstances.

Notably, Sun Tzu dedicates a significant portion of the book to the importance of knowing oneself and knowing the enemy. He contends that a deep understanding of both one's own capabilities and limitations and those of the adversary is crucial for achieving victory.

I hence always educated my people to understand in detail the company and people you are dealing with. In todays internet age, it is so easy to get to know your opposite. Either on facebook, linkedin, articles in local press etc - no one you meet needs to be a stranger. You can know his or her strengths, hobbies, etc and have this knowledge work for your advantage.

Now, let’s switch gear a bit. I mentioned in the beginning that some of the books are about cultural knowlege, just a different aspect of what Sun Tzu taught. So, with a slightly biased focus on the western culture, here are two books that helped me to navigate through the intricacies of the differences of people all around me.

First there is:

The Culture Map by Erin Meyer

It offers a comprehensive exploration of the nuances that define cultural differences and their impact on global business interactions. Through a blend of scholarly research, real-world examples, and practical insights, Meyer provides a framework for understanding and navigating cultural variations in communication, management, and collaboration.

The book begins by acknowledging the increasing interconnectedness of the global economy and the challenges that arise when individuals from diverse cultural backgrounds come together in professional settings. Meyer introduces a framework known as the "eight-scale model," which comprises key dimensions representing how culture influences workplace dynamics.

The first dimension explored is communication styles, ranging from low-context to high-context. Meyer illustrates how subtle differences in the interpretation of language and non-verbal cues can significantly impact cross-cultural communication. By understanding these nuances, individuals can adapt their communication styles more effectively to navigate cultural differences.

The book also delves into how cultures vary in their approaches to disagreement and confrontation, from confrontational to avoidant. Meyer emphasizes the impact of differing conflict resolution styles on teamwork and decision-making in multicultural environments, offering strategies for managing conflict constructively across cultures.

Another crucial dimension highlighted in "The Culture Map" is the approach to risk and uncertainty, which varies between cultures that are uncomfortable with ambiguity and those that embrace it. Understanding these differences in risk tolerance is crucial for decision-making and project management in multicultural teams.

Meyer also explores how cultures differ in their approach to hierarchy and authority, from egalitarian to hierarchical. This dimension is particularly relevant in understanding leadership dynamics and decision-making processes within organizations operating in diverse cultural contexts.

The book further examines how different cultures view time, illustrating the distinctions between polychronic and monochronic time orientations. This area of focus provides valuable insights into managing deadlines, punctuality, and time expectations when working across cultures.

In "The Culture Map," Erin Meyer also delves into the impact of cultural variations on work style, the approach to completing tasks, and the balance between achieving goals and nurturing interpersonal relationships. Understanding these cultural differences is crucial for effective collaboration and team dynamics in global business contexts.

Additionally, the book addresses the impact of cultural values on understanding and managing emotions in the workplace, illustrating how culture influences the expression and interpretation of emotions, both positive and negative.

One of the key strengths of "The Culture Map" is its use of real-world examples and case studies that bring the cultural dimensions to life and provide practical insights for individuals navigating multicultural environments. Meyer provides actionable strategies and frameworks for individuals and organizations to adapt to and leverage cultural differences effectively.

I loved the book, since many of the examples I had experienced myself. Just take the point that I always felt taking aback, when a US colleague thought it would be ok to touch me (a German) or make small talk, which I had to learn to even be functional in a US setting. Still remember when people from the US or UK asked at the beginning: How are you or How do you do, and most of my German colleagues went into an explanation of how their life or day was not so perfect…it is funny in the aftermath for me, but for both sides it was just awkward.

Now, when we talk about cultural knowledge books, I loved the book

American Nations by Colin Woodard

There are fantastic books about the China, Germany, UK and many others, but let’s face it, until the US American Empire is destroying itself, understanding the people on that side of the pond can help you navigate them. Again, greetings from Sun Tzu.

"American Nations: or A History of the Eleven Rival Regional Cultures of North America" by Colin Woodard offers a compelling and thought-provoking exploration of the historical and cultural forces that have shaped the diverse regional identities across North America. Woodard presents a unique framework proposing that North America can be understood as a collection of distinct regional "nations," each with its own distinct cultural values, political traditions, and historical trajectories.

The book begins by introducing the concept of the eleven distinct regional "nations" that have played a crucial role in shaping the United States and Canada. Woodard offers insights into the historical and cultural underpinnings of these nations, emphasizing the enduring impact of early colonization, migration patterns, and differing social, political, and economic systems that have contributed to the unique identities of each region.

Woodard highlights the enduring legacy of early European colonization and the ensuing migration patterns across North America, arguing that these factors have contributed to the development of distinct regional cultures with their own values, institutions, and political outlooks. He argues that these differences continue to influence contemporary regional politics and societal norms.

Throughout "American Nations," Woodard examines the historical events, such as the American Revolution, Civil War, and civil rights movement, demonstrating how these events have been shaped and perceived differently by the various regional nations, leading to enduring cultural and political divisions.

The book also emphasizes how the distinct cultural traits and historical experiences of each nation have influenced their political, social, and economic trajectories. Woodard highlights how these factors have led to differing attitudes toward issues such as individual rights, social equality, and the role of government, contributing to ongoing political polarization and regionalism in North America.

One of the central arguments in "American Nations" is the idea that understanding the cultural and historical background of these regional nations is crucial for comprehending the contemporary political landscape and social dynamics in the United States and Canada. Woodard asserts that these nations' distinct perspectives on core issues continue to impact debates over governance, identity, and national policies - and clearly voting habits.

By grounding his arguments in a wealth of historical research and case studies, Woodard provides readers with a nuanced understanding of the factors that have contributed to the diverse and often conflicting values and priorities across different regions in North America.

I have a better understanding about our fellow humans in the USA, and while I have my qualms with many topics that are going on there in the past and right now, I better understand it thank’s to Erin.

Now, the following book has destroyed my belief in one of my business heroes, and offered me instead a better understanding of what needs fixing in our current environment. When you would look at my books, beside the 7 habits, the second most read and devoured books was Jack Welch’s “Talking Straight” book. I was part of a whole management crop that eat up the philosophy of him and his disciples over decades. 

However, if we look at our current state of capitalistic structures mainly in the west, one must wonder, what went wrong.

In The man who broke capitalism by David Gelles

David Gelles offers a deconstruction of a famed mogul’s harmful influence on American business. Gelles, the “Corner Office” columnist for the New York Times, focuses on Jack Welch (1935-2020), CEO of GE from 1981 to 2001, whom he sees as “the personification of American, alpha-male capitalism, a pin-striped conquistador with the spoils to prove it.” Welch joined GE in 1960 after completing a doctorate in chemical engineering, soon rising through the company’s ranks. Notoriously “impatient, impulsive, and crass” as well as ambitious and energetic, when he took over as CEO, he lost no time inaugurating his vision—and that of economist Milton Friedman—of “maximizing profits at the expense of all else.” GE had been known as a caring company that gave its workers exceptional benefits. Welch shattered that reputation, enacting massive layoffs, carrying out extensive mergers and acquisitions, and turning GE into “a giant unregulated bank.” When Welch ascended at GE, writes Gelles, “half of GE’s earnings came from businesses dating back to the Edison era: motors, wiring, and appliances. Yet Welch, an extremist in all he did, drastically overcorrected. Instead of trying to fix American manufacturing, he effectively abandoned it, and would soon start shuttering factories around the country and shipping jobs overseas.” His influence was far-reaching. By the time he retired, 16 public companies were run by men “who had studied at his knee.” However, remarked a Goldman Sachs board member, “they were just cost cutters. And you can’t cost-cut your way to prosperity.” Gelles capably traces GE’s downfall from being the most valuable company in the world in 1993 to its begging for a bailout in 2008, and he exposes the many business titans who followed Welch’s strategies. He sees hope, however, in the “handful of idealistic capitalists”—leading businesses such as Unilever, PayPal, Patagonia, and Seventh Generation—who consider their companies’ impacts on employees, the environment, and society. Overall, a vigorous argument for a more humane capitalism, turning back some of the concepts of shareholder value. 

I recommend an easy exercise: If you define “shareholder value” as your main company purpose, what does it mean if you really would operationalize it. I am not stealing the fun of it, but the impact is gruesome to say the least.

Now, getting to the last book, I open the veil of the book that I followed (together with many managers at that point in time in the 80’s of the last century), which I do not agree with any longer at all. It astonishes me that the book still sells…

The one minute manager by Kenneth Banchard and Spencer Johnson

"The One Minute Manager" by Kenneth Blanchard and Spencer Johnson is a highly influential book that has made a significant impact on management literature. While the book has been widely praised for its accessible and practical management principles, it has also faced criticism and scrutiny for certain aspects of its approach.

One of the main criticisms of the One Minute Manager concept is its emphasis on simplicity to the point of oversimplification. The book presents the idea that effective management can be distilled into three core elements: one minute goal setting, one minute praising, and one minute reprimands. There is even another book called: The one thing by Garry Keller with Jay Papasan that takes it down to - well you guessed it: just one thing. 

Critics argue that this approach oversimplifies the complex nature of management, downplaying the multifaceted challenges that managers face in leading and developing their teams. Treating management as a series of quick, one-minute interactions may fail to address the broader and more nuanced aspects of leadership, such as fostering a positive organizational culture, supporting professional growth, and navigating complex interpersonal dynamics.

Another critique of the book is its focus on results over people. While efficiency and effectiveness are undoubtedly essential in any managerial role, some argue that the One Minute Manager's emphasis on quick, outcome-driven interactions may overshadow the importance of building meaningful, trust-based relationships with team members. By condensing managerial interactions into one-minute segments, there is a risk of managers appearing transactional and disengaged from the underlying personal and developmental needs of their employees, potentially undermining morale and motivation in the long run.

Furthermore, the approach advocated in "The One Minute Manager" has been criticized for its potential to create an environment of oversimplified feedback, limited personal growth, and even negative reinforcement. The concept of the one minute reprimand, in particular, has raised concerns that it might lead to an overly punitive or overly casual approach to providing feedback, rather than fostering open, honest, and constructive communication between managers and their team members.

Moreover, the book's approach to goal setting has faced criticism for its brevity and simplicity. Critics argue that effective goal setting and performance management typically require a more detailed, collaborative, and iterative process. The One Minute Manager's emphasis on quick and simple goal setting may sideline the importance of setting clear, measurable, and meaningful objectives that align with both organizational strategy and individual career development.

Effective leadership and management require a more comprehensive and nuanced approach that recognizes the multifaceted, dynamic nature of engaging, nurturing, and developing individuals and teams within a complex organizational context.

So, if you see this book anywhere or the one thing, my view is - run.

Now, i hope you found something in the 10 books, that makes you curious. From my library of business books, these 10 are the one’s that I have a clear reaction to. 

MUSIC)

With that, I hope you enjoyed this episode of “The Supply Chain Dialogues”. If you did, please subscribe if not already done before. Share it with a colleague, friend, or any decision-makers you know in your company. 

Stay safe, be bold and see you two week - and watch out for gorillas - they are everywhere, if we keep our minds open. 

These are “The Supply Chain Dialogues”, produced and copyrighted by helmig advisory AG in 2024.