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End of Bureaucracy and the Rise of the Intelligent Organization Hardcover – January 1, 1993

4.8 out of 5 stars 6 customer reviews

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Editorial Reviews

From Publishers Weekly

The Pinchots ( Intrapreneuring ) here tackle the numbing influence of bureaucracies, which, they write, are "no more appropriate to sophisticated work today than serfdom was to the factory work of the early Industrial Revolution." They foresee a conversion to post-bureaucratic organizations in which teams form the basic unit of empowerment, freeing employees to concentrate on total quality, high performance tasks, reengineering and intrapreneuring. The authors bolster their arguments with case studies (Dana, ConAgra, the Canadian National Railroad) and perceptive positions on benchmarking, customer service and workplace responsibility. Their material on the factors that make teams effective illuminates ideas expounded by total quality management theoreticians. Stressing that intrapreneurial experimentation is needed so "the people upstairs notice what is working," the authors present a managerial construct worth considering.
Copyright 1994 Reed Business Information, Inc.

From Library Journal

Applying the principles of free markets and free enterprise to the structure of corporate organizations, the authors of Intrapreneuring ( LJ 3/1/85) outline an alternative to the cumbersome, pyramid-style, bottle-necking bureaucracy still entrenched in the corporate world today. They expand on their concept of "intrapreneurship" here by centering their plan on lateral associations, freedom to form teams within the corporate structure, the free flow of information, and the liberating sensation that ensues when all workers are allowed to formulate, implement, and claim ownership of corporate ideas. The effective organization utilizes the intelligence of all individuals within the corporation, relinquishing responsibility to the front-line workers who may better understand the problems of their own areas and find cost-efficient solutions. Highly recommended.
- Randy Abbott, Univ. of Evansville Libs., Ind.
Copyright 1994 Reed Business Information, Inc.

Product Details

  • Hardcover: 399 pages
  • Publisher: Berrett-Koehler Publishers; 1st edition (January 1, 1993)
  • Language: English
  • ISBN-10: 1881052346
  • ISBN-13: 978-1881052340
  • Product Dimensions: 6.4 x 1.4 x 9.5 inches
  • Shipping Weight: 1.6 pounds
  • Average Customer Review: 4.8 out of 5 stars  See all reviews (6 customer reviews)
  • Amazon Best Sellers Rank: #2,205,302 in Books (See Top 100 in Books)

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Top Customer Reviews

By Rolf Dobelli HALL OF FAMETOP 1000 REVIEWER on April 11, 2001
Format: Hardcover
How can citizens of a society that exalts freedom consent to spend the majority of their lives laboring within organizations that are hierarchical, slow-moving and dictatorial? Gifford and Elizabeth Pinchot raised that question in their heralded 1993 book and provided the following answer: Not willingly and not for long. The Pinchots were among the first management scholars to predict the demise of the military-style command structure, along with its inherent secrecy and Machiavellian political sniping. Although a slew of books devoted to the same theme have been published since, none have done a better job at explaining the potential of informed and engaged employees who don't fear their bosses too much to take decisive action. We [...] strongly recommend this book, which brims with meticulous case histories showing how teams, employee-owned companies and internal free-market competition have transformed organizations. (In fact, the Pinchots coined the term "intraprenuership" to describe this process.) While you might not be convinced that a company run by consensus can ever compete with one run by The Prince, this book gives you hope that it can.
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Format: Hardcover
The seven essentials of organizational intelligence include widespread truth and rights; freedom of enterprise, liberated teams, equality and diversity, voluntary learning networks, democratic self-rule, and limited corporate government. It was this book, and the very strong applause that the author received from all those attending OSS '96, that caused me to realize that the U.S. Intelligence Community is just chock full of very good people that want to change, but are not being allowed to change by the organizational circumstances within which they are trapped-frozen in time and budget.
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Format: Paperback Verified Purchase
I first read this book about ten years ago, when I was stuck in a large, bureaucratic organization. It was like having the lights turned off for the first time. There is a different way to run things: an entrepreneurial way, that breaks down barriers and enables people in big organizations to accomplish more and have more satisfaction doing it.

Although it would be challenging to put fully into practice all of the principles in The Intelligent Organization without high-level management buy-in, it is possible to adopt individual principles. For the last ten years, I've treated my job and the people around me the way I would in a startup. The result is that we've been able to implement one innovation after another, helping the company make more money, feeling satisfied in our jobs, and being highly regarded by our managers.

I'd recommend this book for individuals, managers, and executive level leaders.

Gifford and Libba Pinchot, the authors, have since gone on to found Bainbridge Graduate Institute, a ground-breaking MBA program in Seattle. By reading this, you're getting insights into the minds of two brilliant business leaders.
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