World-class manufacturing

achieve high standards of performance by changing the behaviours and skills of lots of people" (p. 9). They may be middle managers--if there are any left in the organization after downsizing and delayering--but wherever they are, they will be known as people who can drive change through in the organization: [] Real Change Leaders understand that their organization has to become good at managing change. [] Real Change Leaders understand that there is not a standard recipe for change. [] Real Change Leaders are probably not at the top of their organization. [] Real Change Leaders roll their sleeves up and create opportunities for change and make them work. [] "Real Change Leaders do not care if the change effort is fast or slow, empowered or controlled, onetime or recurring, cultural or engineered--or all of the above. They only care that it is people-intensive and performance oriented" (p. 7). [] Real Change Leaders know that change is not an option but an essential ingredient to becoming and remaining a high-performing organization. The book is divided into three parts: "PeopleIntensive Change"; "Engaging the Organization and Leadership Capacity" and "Growth". Each section has three chapters. The first page of each chapter raises dilemmas which relate to the topic covered. They are expressed as those hard-to-answer questions which most people dread being asked and yet are on everyone's lips. "With so many people needing to change, where do I start?

[] If I start with too f e w people, I fear no impact; if I start with too many, I m a y create a disaster" (p. 135). " H o w do I make the corporate goals motivate my front line people?

[] Our stated goals are cash flow, market share, and people productivity; do most people really see any personal benefit in achieving these goals?" (p. 25). Using case studies which clearly demonstrate w h y no one single recipe will work, each chapter discusses ways of tackling 'dilemmas' such as these. These dilemmas definitely add value to the book. For many readers, considering h o w to work through them in their own organization makes this book worthwhile. It is not offering n e w recipes of change management for others to copy. It demonstrates that organizations are different, and what works for one may not work for another. What they have in common are Real Change Leaders who stand out from other managers. The case studies overlap the chapters. They cover a variety of change initiatives which relate to the particular chapter topic. The issues are treated with a Book Reviews and Review Briefs

reasonable amount of depth which makes it worth persevering through a lot of abbreviations. The organizations include Compaq, Prudential Insurance, ShellUS, AT&T-Business Communication Services, Citicorp, New York City Transit and South Western Bell Telephone--to name but a few. What is refreshing is that the case studies are not all instant, slick linear routes to success. Of course changes occur (mainly successfully), but the routes are not always as planned. The difficulties of managing change and resistance to it are openly tackled. How people are persuaded and cajoled into change and the implications of these behaviours are addressed. The ways in which Real Change Leaders work and approach change issues show how those with a different perspective, working from a different paradigm, can create effective change. The emphasis on the role of people to drive change through is not new. What this book advocates however, is the role and value of the Real Change Leaders-individuals at the 'sharp edge' who may not be highfliers but may turn out to be the most effective change managers. The authors, and through them the Real Change Leaders, have an energy and enthusiasm which somehow clearly comes across and energises both the reader and the subject matter. The book is easy to read, the ideas and arguments clearly expressed and the headings and lay-out help make it easy to follow. RUTH T. SACKS, Principal Consultant, SJS Associates

World-Class Manufacturing, JIM TODD, McGraw-Hill (1995), 370 pp., £35.00. JIM TODD sets himself an ambitious task: to present an approach to achieving best-in-field status in manufacturing which is accessible both to senior managers with their broad strategic concerns, and operational managers charged with implementing the integrated change programme which is at the heart of the book. That he largely succeeds in this mission is clearly a reflection of his practical experience in the manufacturing sector, and probably some difficult decisions about what to leave out, as much as what to include, in the book. JIM TODD'S prescription for a world-class, competitive, manufacturing organization centres around three main concepts: Just-in-Time (JIT) manufacturing, Total Quality Management (TQM) and Total Employee Involvement (TEI). Much of this is fairly familiar territory. However, JIM TODD'S achievement is to present them in such a way that managers are likely to be convinced that to implement any one element at the expense of the others (an approach which is tried from time to time) is likely to be at best ineffective and at worst counter-productive. In making his case and maximizing the practical application of the book there

is a tendency at times to present an almost 'recipe book' approach to managing change, and I would have liked to see a little more on the transformational nature of the course he is setting organizations on. However, I imagine that this more discursive examination of change management may have fallen into the category of what has to be left out if the book is not to become encyclopaedic. If this is a possible omission it does not detract from, and rather in fact reinforces, JIM TODD'S central message which is that establishing and maintaining a competitive edge in a global market requires utilizing the experience and expertise of the whole workforce, through a total quality approach and using JIT and other management tools to eliminate waste. The breadth of coverage of this book, and its clear descriptions of a variety of techniques and approaches to continuously improving manufacturing performance, are two of its many strengths, especialy as they are presented in a consistent, coherent and very well signposted format. As a guide for strategic review, or a manual for implementation, this is a book with much to recommend it. BRIAN BLUNDELL,South Bank Business School, South Bank University, London, UK

Tomorrow's Company: The Role of Business in a Changing World, Royal Society of Arts (RSA) (1995) 33 pp., document £25.00, disk £25.00, video £25.00. Manufacturing in the UK has declined and is now only about 20% of GNP. London as a financial centre has been of great assistance to the UK economy but this is at risk unless we use new technology to the full. The role of government has changed from attempting to save sunset industries by subsidy to a complete handsoff approach. Therefore this report by the RSA, which is based on consultations with many people, is most welcome. In January 1993 the RSA brought together senior executives from 25 of the UK's top businesses under the leadership of Sir Anthony Cleaver, Chairman of IBM UK. In the Preface Sir Anthony expresses concern about the competitiveness of companies in the UK and states "Our research made plain the often wide gap between

intention and action in the effort of UK companies to become more competitive: the alarm bells have been heard but not heeded". The report concludes that an inclusive approach is needed which will make clear what the differences are between yesterday's companies and the companies of tomorrow. It must be based on the inclusive approach in business leadership, investment policies, developing the potential of people and a recognition of the importance of UK business within the community. It is rightly pointed out that one of the major obstacles to change is an adversarial culture within the UK which is reflected in corporate culture. The final part of this report, Making it Happen, sets out an agenda for change for action by directors, managers, the investment community and learners and educators. There is much common ground for action to be taken which will assist in the development of a more holistic approach. Obstacles which are preventing UK companies from improving performance are described. A report by Coopers & Lybrand is quoted in which 74% of UK companies still favour the adversarial approach. This could change with the rise of more women in senior positions. There is also much complacency and ignorance of world standards. This is of major concern as the market is now global. It was found that there was too much reliance on financial measures at the expense of other factors, and many directors had no clear view of their duties. Reference is made to developing new markets such as in the IT and Environmental sectors but little detail is given of how this can be achieved. The danger here is that the UK will follow a catching-up process. We need to develop new products and services to compete with the rest of the world and in my view this can only be done on a European basis. However, changing work patterns due to the impact of IT are not mentioned. Large companies are now contracting out services so that there is a move towards smaller companies, networking companies and self-employment. This report provides a basis for discussion and action to improve the UK economy. This is an area in which strategic planners can play a major role. BRIAN BURROWS, Futures Information Associates, Milton Keynes, UK

Long Range Planning Vol. 29

October 1996