Customer Reviews

The Breakthrough Strategy

5 star:		(3)
4 star:		(2)
3 star:		(1)
2 star:		(0)
1 star:		(0)

 

 

Mr Schaffer, a management consultant and a frequent contributor to Harvard Business Review, lays out in this book a case for well focused short-term projects to dramatically increase the performance of organizations.

Citing examples of extraordinary output and service which organizations can produce in times of rare opportunity or crisis, he tries to apply learnings from these (infrequent) events to outline a way to bring about change without requiring the cost or time of massive, strategic "quality" plans. Basically, his message is: form a small group, using existing resources, which will focus on creating immediate, measurable results in some currently problematic process. Then, leverage the excitement and results of this early success as a stepping stone to greater goals.

It's a rousing, enthusiastic book with several important take-away messages. Like many management consulting books, however, it is often repetitive, with lenghty examples. An executive summary is called for! We're going to try to use it in my firm; the proof will be in the pudding.

This book lays out some good, basic, and sound methods for turning around a problem organization. It should be called "The Breakthrough Tactics," because it is not written at a strategic level at all.

I work for an engineering/construction company. After reading the book, I have employed the author's method of identifying small areas for improvement to get momentum and build the confidence of a defeated organization. I have employed Schaffer's method to turn around a problem project, then restore a money-losing office to profitability.

I heartily endorse this book. I am told by a friend who works at Siemens that the book is required reading for management there.

Just as background, we have an organization with over 1,000 employees in multiple operating units, spread across many states. We needed some answers to some basic operating issues and went through dozens of books, seminars, consultants, etc., trying to glean a few good answers to current challenges.

This book by Shaffer has made a meaningful impact on my organization. It is mandatory reading for our senior management team. The book was written in 1988, so some of the stories are a bit dated, but the concepts are as valid as the day it was written.

It succinctly addresses many of the issues we face on a day-to day basis with amazing and acute insight. The book provides simple steps increase production without adding resources and the basic premise of the book is highly accurate, valid and rather simple to implement.

I have dozens of similar books in my library, many that made the same claims, but this book "performs". I recommend it to any management team that wants to break out of their normal routine and achieve daily results that are usually only seen during a crisis or emergency of some type.

"The Breakthrough Strategy" is making a real difference in our organization. Most books of this genre rarely have lasting results. This is not another "business philosophy du jour". It has stood the test of time, and more importantly, it withstands the test of the real world.

The return on investment for this book is high, to say the least. Do yourself and your organization a favor and get a copy. I think you will find yourself buying dozens of copies after you have read it and applied a few of the principles contained in it. I rated it five stars because it accomplished the one thing a good business book should accomplish - it increased revenue and cut costs.

If you are interested in achieving any kind of quantum leap in your business, this book is a must. Easy to read, to the point with simple yet very applicable case studies. I wish I had come across this author twenty years ago.

In the 2/92 issue of the Harvard Business Review, Robert Shaffer wrote an article entitled "Successful change programs begin with results." This title is a thumbnail summary of the author's philosophy. In the book, he explains the difference between results-driven and activity-centered programs, the role of pilot projects and the means of expanding the scope of change to encompass the entire organization.

Schaffer's approach works for lean manufacturing, with only one caveat: while his criticism of activity-centered programs is valid, there are parts of lean manufacturing, such as 5S and TPM, that cannot be implemented any other way.

The key of the successful change is that the new systems get support from everyone in the organization. If you can do that, the results will be way beyond expectations. The question then is: "How does one energy people to get behind goals?"

This is a book about tapping an organization's "hidden reserve": the miracles people can perform if they are empowered to do so and if they understand the urgency of doing it. As the author indicates, the way companies are structured often discourage people to share their knowledge and to get this kind of performance.

The book presents guidelines for moving in the right direction, quite obvious messages such as making people accountable, giving them measurable goals (linked to the bottom line and having short-term first step) and assuring that people can really do things they like to do (by having people share their solutions).

In short, the message is simple, it has been told several times and still it seems difficult for people to really put it into practice. What is alarming to me is that I bought this book in 1992 and it didn't help me much, even if I recognize the values of the principles explained here. In fact, these principles surface is concepts such as "SMART goals" and in the "Balanced Scorecard.

To really make this work, I discovered one needs to complemented by principles such as systemic thinking, participative management and visionary leadership. You'll find some further clues about these subjects in my own book (see below) and in "Flawless Consulting" and in "Appreciative Inquiry".

Patrick Merlevede is the author of "7 Steps to Emotional Intelligence"