Title:
Too good to fail? : how management gets it wrong and how you can get it right
Personal Author:
Publication Information:
Harlow, England : Pearson, 2013
Physical Description:
xxiv, 230 pages : illustrations ; 23 cm.
ISBN:
9780273785231
General Note:
Includes index
Available:*
Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
|---|---|---|---|---|---|
Searching... | 30000010328982 | HD31 F554 2013 | Open Access Book | Book | Searching... |
On Order
Summary
Summary
Business leaders the world over are hardwired to focus on success. But what if understanding failure is the real secret behind enduring performance?
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In Too Good To Fail? , Jan Filochowski turns his twenty years' experience as a CEO and turnaround specialist into practical advice for business managers.nbsp;Author Notes
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Jan Filochowski is the CEO of Great Ormond Street Hospital. He has spent over 35 years in healthcare-related management, the first 10 as a policymaker in government and the next 25 running large organisations - mainly hospitals - interspersed with periods in academia and as a turnaround specialist and trouble-shooter in the National Health Service.As a trouble-shooter, he worked with 30 to 40 organisations who were in difficulty or in deep failure. He has helped diagnose the root causes of their problems and guided them back to organisational health and achievement.
During his practitioner career, Jan has also been a Visiting Fellow at Harvard University and an NHS University Fellow at Cambridge Judge Business School.
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Table of Contents
| Acknowledgements |
| About the author |
| Introduction |
| Part 1 Understanding Failure |
| Chapter 1 Mentioning the Unmentionable |
| What failure looks like |
| The omnipresence of failure |
| Measuring success and failure |
| Misrepresenting success and failure |
| The infectiousness of failure |
| Chapter 2 The Pattern of Failure: The Yosemite Curve |
| Phase 1 Struggle |
| Phase 2 Denial |
| Phase 3 Freefall |
| Phase 4 Rock Bottom |
| Phase 5 Recovery |
| Phase 6 Consolidation |
| Chapter 3 Other Types of Failure |
| Total failure - the Niagara drop |
| Shallow failure: the frying pan |
| Broadening failure: the Grand Canyon |
| Part 2 Avoiding Failure |
| Chapter 4 Passive Warning Signs |
| Ignorance |
| Certainty |
| Complacency |
| Chapter 5 Active Alarm bells |
| Obsession |
| Manipulation |
| Evasion |
| Chapter 6 The cultural litmus test |
| A reckless culture? |
| A culture of false reassurance? |
| A culture of gaming? |
| A culture of control? |
| Part 3 Curing Failure |
| Chapter 7 Regaining confidence |
| Talking to staff |
| Reaching outside |
| Responding |
| Retaining Momentum |
| Trumpeting success |
| Chapter 8 Getting back in control |
| Digging till you find the cause |
| Tackling immediate problems |
| Rebuilding the mechanisms for managing |
| Unlocking the organisation |
| Part 4 Succeeding |
| Chapter 9 The opposite of failure |
| Adapting |
| Giving and getting feedback |
| Managing relentlessly |
| Chapter 10 The importance of being honest |
| The unbreakable triangle |
| Passivity and fatalism |
| Risk management and failure |
| Understanding process |
| Redesigning to solve |
| Chapter 11 Mining the data |
| The devil is in the detail |
| Finding the kernel of truth |
| Approximating |
| Using information for performance management |
| Turning the world upside down |
| Chapter 12 Fault tolerance, randomness and pattern |
| Living with imperfection |
| Managing the unknown |
| Randomness and pattern |
| Spikiness |
| Talent or luck? |
| Chapter 13 Gauging the environment |
| Horizon scanning |
| Rule changes |
| Togetherness and partnership |
| Chapter 14 The attentive manager |
| Dividing to grasp |
| Being attentive |
| Elucidation |
| Restricting your priorities |
| Understanding what is important |
| Final thoughts |
| Is success down to the individual or the approach? |
| Management or leadership? |
| Managing to lead |
| Good at being imperfect |
| Appendix: A Personal Account |
| Index |
