Time, Talent, Energy: Overcome Organizational Drag and Unleash Your Team’s Productive Power
| Author | : | |
| Rating | : | 4.91 (547 Votes) |
| Asin | : | B01LBRS42G |
| Format Type | : | |
| Number of Pages | : | 212 Pages |
| Publish Date | : | 2016-12-09 |
| Language | : | English |
DESCRIPTION:
He leads the firm?s global Organization practice and is a senior member of its Consumer Products and Industrial Goods & Services practices.. He is the author or coauthor of two books and numerous articles in Harvard Business Review and other leading publications.Eric Garton, a partner in Bain & Company?s Chicago office, has written and spoken widely on organizational issues. Michael Mankin
The truly scarce resources now are the time, the talent, and the energy of the people in your organization—resources that are too often squandered. But capital today is cheap and abundant, no longer a source of advantage. That’s why companies allocate their financial capital so carefully. They identify the specific causes of organizational drag—the collection of institutional factors that slow things down, decrease output, and drain people’s energy—and then offer a pragmatic framework for how managers can overcome it. What’s really needed are organizational solutions that can unleash a company’s full productive power and enable it to outpace competitors.Building off of the popular Harvard Business Review article “Your Scarcest Resource,” Michael Mankins and Eric Garton, Bain & Company experts in organizational
This was one of the handful of best things I have read this past decade Chris This was one of the handful of best things I have read this past decade. I can't say enough good things about it. I'm fascinated by organizational behavior and organizational design, and as an academic administrator, I am always looking for way to reduce what the authors call organizational drag. Their explanations of the ways we waste time and how dramatically it affects organizations' ability to function better is masterful. I've already recommended it at least a dozen people and . Refocusing your organization - and yourself - to increase effectiveness Todd Mundt Mankins and Garton argue that capital is plentiful and cheap, but good people are not, and the next battles to make companies perform better are going to be about hiring the best people and streamlining the organization so that decisions come faster and are executed more smoothly. Both the authors have a wealth of experience, but they distill it carefully and don't overwhelm the reader with anecdotes. Well-chosen and occasionally well-known examples illustrate their insights but I f. Disappointed Navyblue Disappointed. Very high level and platonic, lacking in specifics.I read this book looking for insights into my own organization's culture but was left wanting. It read more like a tabloid or magazine.Some of the examples are dated. Companies held up as stars have seen a reversal of fortune since the book was written.
Mankins and Garton uncover the new key to competitive advantage?disciplined management of human capital?and outline the steps leaders can take to harness the productive power of their people.?Peter Coleman, CEO, Woodside Petroleum??An absorbing read that outlines the synergies between the organizational elements of time, talent, and energy and how to best harness those components. No company can succeed without harnessing the time, talent, and energy of its workforce. Liveris, Chairman and CEO, Dow Chemical Company??A concise and practical guide for managing scarce resources and unlocking the full potential of your organization, Time, Talent, Energy is more than an insightful book. It?s an essential read for all CEOs and senior executives who want to get the most out o