Titled Cult, it's a leadership and strategy book that will be launched in London by the famous venture capitalist Guy Kawasaki.
The 450-pager tries to decimate currently held notions on strategy and leadership at the top level, and presents new global theories on how to build and manage transnational corporations.
The authors have brought together a mix of their personal experiences, and, as Arindam Chaudhuri says, “management lessons that might not necessarily sound good; but those that necessarily work.”
The book, targeted at the CEO's is the final part of Arindam's management trilogy after “Count your chickens before they hatch”, which was at an individual's level, and “Thorns to competition”, which was at the business heads level, is broken into two sections: the first on leadership and the second on strategy.
A chapter on vision beseeches CEO's to map overarching targets beyond what is possible, saying it's not what the CEO's vision is, but what the CEO makes his followers believe in that matters.
The authors try to show how the best performing global CEO's are moderate risk takers, passionate multi-taskers, who believe in sustained sincerity, recruiting youth, and who make no qualms about firing non-performing (or even unhealthy) personnel.
All this is not without its controversial bits, with the authors providing gruelling number crunched evidence that women, while being great managers (better than male managers even in high stress jobs) are some injurious to shareholders' wealth than men if they were to be promoted as CEO's.
If the first section was unequivocally radical, the second section trapezes into the brazen realm of extremely critical research based analysis about which CEO strategies work and which don't.
The upshot: globalization (do it!) diversification (do it!), advertising (do it!), R&D (don't do it!), Six Sigma (don't do it!), first movers, advantage (don't take it!), controversies (go public with them!), public equity (don't take it!), CSR (never be forced into this!), China (you aren't still there?!)
The second section teaches CEOs on how to use recession “to beat the pants off your competition, among other things.
This book is not for management newbies, but aimed at the very rarefied world of chief executive officers.
The authors tell CEOs if they've got a brilliant strategy that's worked great all these years, then it's quite clear that they've never had the intent to test out strategies that could have worked out greater and more brilliantly.
In essence, they ask them to distrust every profitable move, question every achievement,
investigate every tested plan so as to develop the character an extraordinary Cult of gentlemen - “those calling the shots without getting shot”.
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