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A Stake in the Outcome: Building a Culture of Ownership for the Long-Term Success of Your Business Paperback – September 16, 2003

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A Stake in the Outcome: Building a Culture of Ownership for the Long-Term Success of Your Business + The Great Game of Business, Expanded and Updated: The Only Sensible Way to Run a Company + Open-Book Management: Coming Business Revolution, The
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Product Details

  • Paperback: 288 pages
  • Publisher: Crown Business (September 16, 2003)
  • Language: English
  • ISBN-10: 0385505094
  • ISBN-13: 978-0385505093
  • Product Dimensions: 8.2 x 5.4 x 0.6 inches
  • Shipping Weight: 8.5 ounces (View shipping rates and policies)
  • Average Customer Review: 4.6 out of 5 stars  See all reviews (18 customer reviews)
  • Amazon Best Sellers Rank: #106,742 in Books (See Top 100 in Books)

Editorial Reviews

From Publishers Weekly

A refreshingly sensitive and sensible guide to motivating employees, this new volume by Stack and Burlingham (The Great Game of Business) is a standout in its crowded genre. Stack is the president and CEO of SRC Holdings Corporation, an employee-owned supplier of renovated engines to auto companies and a celebrated business success story. In 1983, when it looked like SRC's parent company, International Harvester, might shut down its southwestern Missouri "remanufacturing" plant, Stack and 12 other employees bought the place and fashioned a system of employee ownership that turned SRC into a corporation of 22 companies with more than $100 million in sales. Using the experiences of SRC as well as other companies with "ownership cultures" as examples, Stack and Burlingham, an editor at Inc. magazine, give the lowdown on how to keep employees energized, creative and acting like true owners of their company (beyond offering stock options). Their strategy, which is especially resonant after the Enron debacle, hinges largely on opening up the books to all employees and keeping the staff posted on financial matters. Also fascinating is the authors' idea of spinning workers off into an entirely new company as a way of stirring up new ideas from entrenched employees. This is an invigorating and surprisingly helpful text for those who want a humane but profitable way to manage their company.
Copyright 2002 Cahners Business Information, Inc. --This text refers to the Hardcover edition.

From Booklist

In The Great Game of Business (1992), Stack and Burlingham showed how Stack's experience with open management at the Springfield ReManufacturing Corporation (SRC) brought the concept of employee ownership to new levels. Here they extend the concept to show how the company was designed as a community where employees have a real stake in the business. While telling the SRC story, they delve into the core issues of ownership, such as the trouble with equity and why it can be a problem when your stock rises; why you don't really find out what problems are until you're successful; why businesses get bought and sold; and the stages of growth beyond mere survival. The authors emphasize how the culture of ownership brings meaning to the lives of all employees, but that the model is fluid; and when companies grow beyond a certain size, outside interest may become inevitable. The SRC model may be the ultimate goal, but because no two companies are alike, some may use the SRC model as a reference rather than as a blueprint. David Siegfried
Copyright © American Library Association. All rights reserved --This text refers to the Hardcover edition.

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Customer Reviews

4.6 out of 5 stars
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I enjoyed hearing about the good and the bad.
The book describes with candor the experience of the author in building a succesful employee-owned organization.
Luis Aburto
Easy to read and easy to understand what is being said.
David Mikolajczyk

Most Helpful Customer Reviews

11 of 12 people found the following review helpful By Steve Sheppard on May 22, 2002
Format: Hardcover
What could Jack Stack and Bo Burlingham come up with to match the excitement of The Great Game of Business? Perhaps nothing, but they've come pretty close with A Stake in the Outcome, a continuation of the remarkable story of SRC and its traiblazing initiatives in Open Book Management, employee ownership and organization-wide involvement. The first portion of the book is a recounting of the earliest days of SRC, a story that will be very familiar to readers of the earlier Stack book. But the reading quickly becomes compelling as he continues the story and builds the irrefutable case for equity ownership throughout an organization. Jack Stack is a consummate teacher: experienced, entertaining, inspiring and entirely logical. In this work, he demonstrates once again that "he knows his numbers." For fans and pratitioners of Open Book Management, or those intrigued by the potential behind employee ownership, this is an important new book.
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11 of 13 people found the following review helpful By Roger E. Herman on June 16, 2002
Format: Hardcover
Jack Stack has become well-known in some circles as the poster boy of open book management. He and his colleagues at SRC (Springfield Remanufacturing Corporation) have built a company and set of business practices (Great Game of Business) around the concept of sharing numbers with your employees. Yes, it's more than just sharing numbers, it's empowering the employees to be true team members, enabling them to take personal and collective actions to influence the numbers and to share in the profits.
Open book management is a great concept that has made a significant difference for a lot of companies, and even the U. S. Coast Guard. Stack presented the concept in his 1992 book, "The Great Game of Business" (Currency Doubleday). That book was a valuable how-to package.
"A Stake in the Outcome" is more of the story of the transformation of a remanufacturing plant owned by a large corporation into a thriving independent business. In the midst of the text, the reader will find some advice, some brief case studies of other companies, and some experience descriptions that may be instructive. But, when it all shakes out, this is the story of the growth of a business. It's an historical review with plenty of detail. It's Jack Stack's story.
If you're looking for an instruction book of how to build an employee-centered open book management company, this isn't it. If you're looking for an instructive report of what one company went through, from the leader's perspective, this book fits that description. It's Jack Stack's book, even though Bo Burlingham, an editor-at-large of Inc. Magazine, is shown as co-author. Burlingham's photo doesn't appear on the dust jacket, just Stack's.
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7 of 8 people found the following review helpful By Eric Kassan VINE VOICE on March 25, 2004
Format: Paperback Verified Purchase
While this book does go into details about the author's amazing success with his company, SRC, the advice is tailored to senior executives who are in the position of founding or leading young companies. The author candidly admits that personal experience in leading a company is the only real way to learn, because each company has its own unique challenges, and because situations look quite different in the heat of a tense moment, rather than in the comfort of a book. Nonetheless, this book does give the reader plenty of areas to think more about, and tells a great story in the process.
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5 of 6 people found the following review helpful By Dr. Thomas M. Box on March 26, 2002
Format: Hardcover
In his latest book, A Stake in the Outcome, Jack Stack (and coauthor Bob Burlingham) extends and amplifies the lessons he taught in his first book, The Great Game of Business. This is the detailed story of how Springfield Remanufacturing Corporation evolved into SRC Holdings and it is a great read! Many of us have wondered over the years how SRC was evolving. We knew a bit about the diversification activities but none of the details and, certainly, little of the philosophy. This book pulls the curtain aside and lets us look at the fascinating details of this very worthy endeavor.
Stack and his cohort at SRC have, literally, created a new business model - in the sense that Peter Drucker uses the term. There are significant lessons to be learned here and I intend to point my Strategic Management students in the direction of this book. What is particularly appealing to me is that the book is not a watered down "ain't we wonderful" retrospective summary. It's a detailed presentation of what went on including all of the mistakes and "lessons learned".
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9 of 12 people found the following review helpful By A Customer on April 20, 2003
Format: Hardcover
A lot of "business management" books are all fluff; not here.
There is not one wasted word in this wonderful book, which should be mandatory reading in every business in America.
Inadvertantly, Stack addressed the issue of a "culture of ownership" just in time to face a generational shift in the work force.
"Theory X" worked for the veterans of WWII; "Theory Y" worked, to a degree, for the Baby Boomers.
"Generation X," and "Generation Y," see the cultural climate of business in an entirely different light; yet, they must find a voice in working with American business, for the good of all.
Incredibly distrustful of authority, and poorly served by the education system they have left, something new is needed to bring order out of the chaos of their perceptions.
If you are looking for silver bullets, look no further than Stack's books (and Ricardo Semler's "Maverick").
In "The Great Game of Business," Stack discussed the restructuring of Sprinfield Remanfacturing, starting with a debt/equity ratio of 89 to 1.
Success brought a new, painful awareness of two basic issues: one, growth leads to conflict arising, and must be resolved; and two, businesses do not scale very well.
A larger business requires a qualitatively different framework to resolve conflicts in; the price of the necessary knowledge is very high, indeed.
Good news!
Stack and the people at SRC Holdings Corporation - the name should give you a hint of the magnitude of change required - have done the heavy lifting for you!
The best accompaniment you can have as you try to apply his principles is a good primer on economic value added (EVA) accounting.
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