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Sacred cows--outdated and costly business practices such as the reports that are never read or a slow-down of innovative ideas--exist in every company. Inspired by insights gained from more than 450 programs conducted with all types of organizations, the authors of SACRED COWS MAKE THE BEST BURGERS show how corporations can kill off the sacred cows that are crippling them.
- Sales Rank: #360791 in Books
- Brand: Warner Books, Inc.
- Model: 923315
- Published on: 1997-04-01
- Original language: English
- Number of items: 1
- Dimensions: 9.00" h x .88" w x 6.00" l, .79 pounds
- Binding: Paperback
- 334 pages
- Great product!
From Publishers Weekly
An iconoclastic blend of wit and psychology makes this a canny manual for business leaders focused on the biggest challenge of this and the 21st century?forging ahead of change. Keeping abreast is no longer good enough, according to Kriegel (If It Ain't Broke, Break It) and Brandt, a psychologist. Some of the sacred cows they barbecue are reports no one reads, mind-numbing conferences, an obsolete knowledge base (no one's talking about automation anymore, dummy), profitable product lines on their way out of style and sales pitches customers aren't hearing anymore. With businesses in the fast lane, formerly sound practices turned sacred cows could force them off the highway. Staying ahead of change means getting rid of sacred cows, even if that calls for risk and standing up to fear. The authors tell how to reenergize a sluggish business by turning fear to caution and providing incentives for employees to expose outmoded practices even when those cows are their jobs. Author tour.
Copyright 1995 Reed Business Information, Inc.
From Library Journal
Kriegel (If It Ain't Broke, Break It, LJ 4/15/91) and Brandt, a clinical psychologist specializing in change and transition, have written a guide to managing corporate change. They describe business's most common "sacred cows" and why they should be changed. These include "paper cows" (the more communication the better) and the "downsizing cow" (to cut costs, cut people). The authors also detail ways to build the change-ready environment and motivate people to change. A personality inventory and exercises for personnel are also included. Although other recent titles take on corporate change (e.g., Harry Woodward's Navigating Through Change, Irwin Professional Pub., 1994), none focuses on the need for change within traditional paradigms. Easy to read, with humorous illustrations, this book is recommended for public libraries.?Kathy Shimpock-Vieweg, Muchmore & Wallwork Lib., Phoenix
Copyright 1996 Reed Business Information, Inc.
About the Author
Robert Kriegel, Ph.D. is a psychologist and a trailblazer in the science of human performance. He is the author of If It Ain't Broke... BREAK IT!
David Brandt, Ph.D. is a nationally renowned speaker and psychologist, and the author of Don't Stop Now, You're Killing Me.
Most helpful customer reviews
5 of 5 people found the following review helpful.
Involved in Change Control or Project Management? Get This!
By John Williamson
Don't let this book's title through you off. Give it a chance, because it does a great job of detailing how an organization can change and make business processes work better.
Kriegel and Brandt show ways in which remaining caught up in a given mode of thinking about one's business can often lead to missed opportunities for growth and success. It offers an interesting array of anecdotes that can assist in expanding one's thinking about the everyday processes we take for granted. An excellent resource for managers and others who feel their organization is caught in a rut and going nowhere.
This book can guide managers in the steps needed to eliminate outdated business practices and routines that drain time and money. It offers ways to redesign the rules of an organization and instill a capacity for change in their management teams and employees. A good resource that shouldn't be overlooked by anyone involved in change control or project management.
0 of 1 people found the following review helpful.
Sacred cows make the best burgers
By Jorge Perez Garcia
Good tips for real business life.
From my point of view it would be interesting to have a review looking at the latest changes in world economy enviroment.
12 of 12 people found the following review helpful.
Real-life examples make this book a winner!
By Blaine Greenfield
Robert J. Kriegel is rapidly becoming one of my favorite
business authors . . . I've previously enjoyed two of
his other books, HOW TO SUCCEED IN BUSINESS
WITHOUT WORKING SO HARD and IF IT AIN'T BROKE,
BREAK IT . . . so I figured it was time to get hold of
one of his earlier efforts, SACRED COWS MAKE THE BEST
BURGERS--written with David Brandt.
I was definitely not disappointed!
Kriegel and Brandt examine why people cling to outmoded
beliefs, practices and processes as if their lives depended
on them . . . but more importantly, they present ways to
inspire a desire to bring in the new.
I particularly liked the use of real-life examples . . . although the book was written in 1996, it is still amazingly current; i.e., most of the ideas the authors present still make sense today . . . also, they can be applied to virtually any size or type of organization.
There were many memorable passages; among them:
* But you'll actually do more and better by learning to slow down when everything around you is speeding up. John Wooden, the great UCLA basketball coach who won an unprecedented 10 national championships, offers this advice: "Be quick, but don't hurry. If you hurry you make mistakes."
* You may not be a beginner, but you can learn how to think like one. Take real estate agent Michael Young, for instance. He was his company's most successful agent in northern California but he couldn't make the leap from
selling houses in [one price range] range to those[in a higher price range]and up.
"I don't get it, " he said. "I'm using the same prospecting strategies, making calls in the evening to people at home, giving them advice and telling them about the market, and I'm in the same marketplace. But it's not working."
"Think like a beginner, forget your old strategies, start fresh," we advised him. "Look at the business like you're a novice. What can you do to break into this market?"
Instead of competing with other brokers, Young spotted an untapped opportunity in the high-end market. He discovered that many listings expire before the house is sold. So he developed a strategy for buying old listings and sharing commissions. The technique brought in so much business that he formed the Michael Young Company in San Francisco. Now brokers
call him unsolicited.
Want to know something? We're all in the same position as Young. You may think your market is the same as it was last year. But it's not. Everything is changing: people's life and work styles, their jobs, their expectations, their attitudes, their family situations-everything. And technological
advances have only accelerated the situation.
With business in a perpetual state of flux, we need to keep reinventing our game plan every six months. To do that we have to look at things through fresh eyes.
* [Sam] Walton had 10 rules of success, most of which revolve around giving great service, top-quality products, and treating you people right. But it's his 10th rule that sets him apart from his competitors. Walton called it the most important one: Break the rules.
If all of your competitors are doing it one way, Mr. Sam used to say, "do it exactly the opposite," and that's where you'll get the edge.
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