Why do some companies prosper while others fail? Despite great amounts of research, many of the studies that claim to pin down the secret of success are based in pseudoscience. The Halo Effect is the outcome of that pseudoscience, a myth that Philip Rosenzweig masterfully debunks in THE HALO EFFECT. The Halo Effect describes the tendency of experts to point to the high financial performance of a successful company and then spread its golden glow to all of the company's attributes - clear strategy, strong values, and brilliant leadership. But in fact, as Rosenzweig clearly illustrates, the experts are not just wrong, but deluded. In this irreverent and witty book, the author shows readers how to truly understand business performance. Readers will learn about the Delusion of Single Explanations, the Delusion of Absolute Performance, the Delusion of the Wrong End of the Stick, and other fantasies lovingly held by managers that ultimately destroy business success. Rosenzweig also suggests a more accurate way to think about leading a company, a robust and clearheaded approach that can save any business from ultimate failure.
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Editorial Reviews
From Publishers Weekly
This tart takedown of fashionable management theories is a refreshing antidote to the glut of simplistic books about achieving high performance. Rosenzweig, a veteran business manager turned professor, argues that most popular business ideas are no more than soothing platitudes that promise easy success to harried managers. Consultants, journalists and other pundits tap scientifically suspect methods to produce what he calls "business delusions": deeply flawed and widely held assumptions tainted by the "halo effect," or the need to attribute sweeping positive qualities to any company that has achieved success. Following these delusions might provide managers with a comforting story that helps them frame their actions, but it also leads them to gross simplification and to ignore the constant demands of changing technologies, markets, customers and situations. Mega-selling books like Good to Great, Rosenzweig argues, are nothing more than comforting, highbrow business fables. Unfortunately, Rosenzweig hedges his own principles for success so much that managers will find little practical use for them. His argument about the complexity of sustained achievement, and his observation that success comes down to "shrewd strategy, superb execution and good luck," may end up limiting the market for this smart and spicy critique. (Feb. 6)
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.
Review
"In "The Halo Effect," Phil Rosenzweig has done us all a great service by speaking the unspeakable. His iconoclastic analysis is a very welcome antidote to the kind of superficial, formulaic, and dumbed-down matter that seems to be the current stock in trade of many popular business books. It's the right book at the right time."-- John R. Kimberly, Henry Bower Professor of Entrepreneurial Studies, The Wharton School, University of Pennsylvania
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Customer Reviews
Most Helpful Customer Reviews
136 of 139 people found the following review helpful
Format:Hardcover
I read "Good to Great" and "Built to Last" some years ago because they were bestsellers and had good reviews. Although I did enjoy reading them, a voice in my head kept asking questions regarding the reliability of the research and findings. After reading "The Halo Effect", I was relieved and happy to learn that I am not the only person asking these questions.
The world of business is complicated, uncertain and unpredictable. A company's performance depends upon a variety of factors beyond the actions of its managers. These include currency shifts, competitors' actions, shifts in consumer preferences, technological advances, etc. The first delusion is the Halo Effect, the tendency to look at a company's overall performance and make attributions about its culture, leadership, values, and more. Our thinking is prejudiced by financial performance. In good times, companies are praised and their success is attributed to a variety of internal factors. In bad times, companies are criticized and these factors, which may not have changed, are attributed for the failures. The reality is more complicated and dependent upon uncertain and unpredictable factors.
An interesting section of this book is the one on the delusion of absolute performance. Company performance is relative, not absolute. A company can improve and fall further behind its rivals at the same time. For instance, GM today produces cars with better quality and more features than in the past. But its loss in market share is owed to a myriad of factors, including Asian competitors.
This is an excellent book because it will make you THINK. Is an oil company great if its profits soared when oil prices went up? Can the formulas used by successful companies in the 80s or 90s be applied to guarantee success today? A professor once told me that to predict future performance by analyzing past data is like driving a car forward while looking at the rear view mirror. In the appendix of this book there are tables showing the performance of the companies studied in "In Search of Excellence" and "Built to Last". It is interesting to note the difference in performance in the years before and after these studies.
The author, Phil Rosenzweig, is a professor at IMD in Switzerland and former Harvard Business School professor. He wrote this book to stimulate discussion and help managers become wiser - "more discerning, more appropriately skeptical, and less vulnerable to simplistic formulas and quick fix remedies." In my case, this book has given me a new perspective on business books.
The following is a brief summary of the nine delusions:
1. Halo Effect: Tendency to look at a company's overall performance and make attributions about its culture, leadership, values, and more.
2. Correlation and Causality: Two things may be correlated, but we may not know which one causes which.
3. Single Explanations: Many studies show that a particular factor leads to improved performance. But since many of these factors are highly correlated, the effect of each one is usually less than suggested.
4. Connecting the Winning Dots: If we pick a number of successful companies and search for what they have in common, we'll never isolate the reasons for their success, because we have no way of comparing them with less successful companies.
5. Rigorous Research: If the data aren't of good quality, the data size and research methodology don't matter.
6. Lasting Success: Almost all high-performing companies regress over time. The promise of a blueprint for lasting success is attractive but unrealistic.
7. Absolute Performance: Company performance is relative, not absolute. A company can improve and fall further behind its rivals at the same time.
8. The Wrong End of the Stick: It may be true that successful companies often pursued highly focused strategies, but highly focused strategies do not necessarily lead to success.
9. Organizational Physics: Company performance doesn't obey immutable laws of nature and can't be predicted with the accuracy of science - despite our desire for certainty and order.
Overall, I found this to be an excellent book and recommend it to all managers.
The world of business is complicated, uncertain and unpredictable. A company's performance depends upon a variety of factors beyond the actions of its managers. These include currency shifts, competitors' actions, shifts in consumer preferences, technological advances, etc. The first delusion is the Halo Effect, the tendency to look at a company's overall performance and make attributions about its culture, leadership, values, and more. Our thinking is prejudiced by financial performance. In good times, companies are praised and their success is attributed to a variety of internal factors. In bad times, companies are criticized and these factors, which may not have changed, are attributed for the failures. The reality is more complicated and dependent upon uncertain and unpredictable factors.
An interesting section of this book is the one on the delusion of absolute performance. Company performance is relative, not absolute. A company can improve and fall further behind its rivals at the same time. For instance, GM today produces cars with better quality and more features than in the past. But its loss in market share is owed to a myriad of factors, including Asian competitors.
This is an excellent book because it will make you THINK. Is an oil company great if its profits soared when oil prices went up? Can the formulas used by successful companies in the 80s or 90s be applied to guarantee success today? A professor once told me that to predict future performance by analyzing past data is like driving a car forward while looking at the rear view mirror. In the appendix of this book there are tables showing the performance of the companies studied in "In Search of Excellence" and "Built to Last". It is interesting to note the difference in performance in the years before and after these studies.
The author, Phil Rosenzweig, is a professor at IMD in Switzerland and former Harvard Business School professor. He wrote this book to stimulate discussion and help managers become wiser - "more discerning, more appropriately skeptical, and less vulnerable to simplistic formulas and quick fix remedies." In my case, this book has given me a new perspective on business books.
The following is a brief summary of the nine delusions:
1. Halo Effect: Tendency to look at a company's overall performance and make attributions about its culture, leadership, values, and more.
2. Correlation and Causality: Two things may be correlated, but we may not know which one causes which.
3. Single Explanations: Many studies show that a particular factor leads to improved performance. But since many of these factors are highly correlated, the effect of each one is usually less than suggested.
4. Connecting the Winning Dots: If we pick a number of successful companies and search for what they have in common, we'll never isolate the reasons for their success, because we have no way of comparing them with less successful companies.
5. Rigorous Research: If the data aren't of good quality, the data size and research methodology don't matter.
6. Lasting Success: Almost all high-performing companies regress over time. The promise of a blueprint for lasting success is attractive but unrealistic.
7. Absolute Performance: Company performance is relative, not absolute. A company can improve and fall further behind its rivals at the same time.
8. The Wrong End of the Stick: It may be true that successful companies often pursued highly focused strategies, but highly focused strategies do not necessarily lead to success.
9. Organizational Physics: Company performance doesn't obey immutable laws of nature and can't be predicted with the accuracy of science - despite our desire for certainty and order.
Overall, I found this to be an excellent book and recommend it to all managers.
27 of 27 people found the following review helpful
Important debunking of business research. Rosenzweig suggests we might have to *gasp* think
March 26, 2007
Format:Hardcover
"The Halo Effect" may be the last business book you read. Not because it has answers, but because it shows you the answers just aren't there. For you who want Truth about business, this book's for you. If, on the other hand, you find comfort in a good fairy-tale, whose magical "Drink Me" formula takes your business to the Wonderland of business success, you'll find no Magic Mushrooms here.
If you've read many business best-sellers, you may have noticed they all sound the same. And jeez, are they trite. Focus. Treat people well. Be flexible, yet focused. Blah, blah blah. Nice generalities, slightly too vague to mean anything, yet specific enough to sound meaningful. And why are they all the same? Thank The Halo Effect that gives the book its title. The Halo Effect observes that when you ask people about a successful company (or successful leaders) after the success is known, they always give the same explanation: we had great culture, teamwork, focus, flexibility, and people. Thus, after-the-fact interviews are useless in understanding what really makes a business successful, since you can predict in advance what people will say. And they aren't saying it because it's true, they're saying it because of The Halo Effect.
The Halo Effect is the first of the "Business Delusions that Deceive Managers." Actually, the delusions chronicled deceive business _researchers_. Rosensweig travels from In Search of Excellence through Good to Great, mercilessly showing how each book's research is faulty. Very faulty. The books produce $60,000 speaking fees for the authors, but their business advice is dicey at best.
Some Delusions can be fixed by careful researchers. The Halo Effect vanishes when researchers look only at measurable data, rather than subjective reports. Or consider The Delusion of Connecting the Winning Dots. Any study of the excellent must contrast against the not-excellent to get good results. Imagine surveying 50 Billionaires who all say, "I ate cereal for breakfast growing up." Unless we find that non-Billionaires didn't eat cereal for breakfast, we can't say that eating cereal leads to wealth. Many business best-sellers only study the winning companies (indeed, the losers aren't around to study). But a study like Good to Great conquers this Delusion by contrasting successes with non-successes.
Sadly, other Delusions can't be fixed. The Delusion of Absolute Performance says that businesses operate in industries with competition that's changing all the time. There's no universal set of rules that work, because competitors change what they do, and in the new landscape, old habits may no longer lead to success. Even a perfect study design can't know the future of competition, and can't guarantee that results will work in the future.(*)
The Halo Effect and the Delusions took up almost the whole book. In the last two chapters, the author offers some glimmers of hope. While there are no simplistic Five Steps, Rosenzweig says careful attention to strategic decision making and excellent execution can lead to success. Learning to evaluate probabilities, think in terms of strategic choices, and execute superbly can help businesses do well at any given moment.
As a book, the Halo Effect was less than perfect. The pacing was off. It spent way too much time on the stories and the Delusions. By page 120, I felt like I'd gotten the point. The Halo Effect is Bad, and pervasive in research. As the book started delving into the other Delusions, they seemed almost an afterthought (and many weren't even given as much as their own chapter). A better devision would give each Delusion equal treatment, and spend much more time delving into Rosenzweig's keys to greater success: strategic decision-making and execution. In many ways, the book read more as a warning to future business researchers than a useful book for managers.
That said, it was a good read. And despairingly, the Delusions are real enough that you remember. Even when you want to suspend disbelief and revel in a Cinderella story of Fairy Godperson CEOs, it's hard. I attended a book launch reception the night I finished The Halo Effect. Instead of Oohing and Aahing, I munched hors d'oeuvres and tallied fallacies in the book's assumptions and methodology. As everyone else lined up for the author's autograph, I donned my jacket and vanished into the night, feeling like I'd just witnessed the birth of another useless fad.
When it comes to running a business, it pays to be fact-based. This book will help you separate the fact from fiction. But if you want Cinderella stories of Fair Godperson CEOs and the Magical Five Steps, books with large type about Moving Cheese are the way to go.
(*) Halfway through the book I invented my own unfixable delusion: the Delusion of Ethical Business. If UnethicalCo is winning in the marketplace by publishing fraudulent advertisement and engaging in restraint of trade, will its employees report that to researchers? Hardly! They'll say, "our visionary CEO leads us to success." Yet in her book Value Shift, Lynn Payne cites surveys where 1 in 3 people say their company engages in unethical or illegal business practice.
If you've read many business best-sellers, you may have noticed they all sound the same. And jeez, are they trite. Focus. Treat people well. Be flexible, yet focused. Blah, blah blah. Nice generalities, slightly too vague to mean anything, yet specific enough to sound meaningful. And why are they all the same? Thank The Halo Effect that gives the book its title. The Halo Effect observes that when you ask people about a successful company (or successful leaders) after the success is known, they always give the same explanation: we had great culture, teamwork, focus, flexibility, and people. Thus, after-the-fact interviews are useless in understanding what really makes a business successful, since you can predict in advance what people will say. And they aren't saying it because it's true, they're saying it because of The Halo Effect.
The Halo Effect is the first of the "Business Delusions that Deceive Managers." Actually, the delusions chronicled deceive business _researchers_. Rosensweig travels from In Search of Excellence through Good to Great, mercilessly showing how each book's research is faulty. Very faulty. The books produce $60,000 speaking fees for the authors, but their business advice is dicey at best.
Some Delusions can be fixed by careful researchers. The Halo Effect vanishes when researchers look only at measurable data, rather than subjective reports. Or consider The Delusion of Connecting the Winning Dots. Any study of the excellent must contrast against the not-excellent to get good results. Imagine surveying 50 Billionaires who all say, "I ate cereal for breakfast growing up." Unless we find that non-Billionaires didn't eat cereal for breakfast, we can't say that eating cereal leads to wealth. Many business best-sellers only study the winning companies (indeed, the losers aren't around to study). But a study like Good to Great conquers this Delusion by contrasting successes with non-successes.
Sadly, other Delusions can't be fixed. The Delusion of Absolute Performance says that businesses operate in industries with competition that's changing all the time. There's no universal set of rules that work, because competitors change what they do, and in the new landscape, old habits may no longer lead to success. Even a perfect study design can't know the future of competition, and can't guarantee that results will work in the future.(*)
The Halo Effect and the Delusions took up almost the whole book. In the last two chapters, the author offers some glimmers of hope. While there are no simplistic Five Steps, Rosenzweig says careful attention to strategic decision making and excellent execution can lead to success. Learning to evaluate probabilities, think in terms of strategic choices, and execute superbly can help businesses do well at any given moment.
As a book, the Halo Effect was less than perfect. The pacing was off. It spent way too much time on the stories and the Delusions. By page 120, I felt like I'd gotten the point. The Halo Effect is Bad, and pervasive in research. As the book started delving into the other Delusions, they seemed almost an afterthought (and many weren't even given as much as their own chapter). A better devision would give each Delusion equal treatment, and spend much more time delving into Rosenzweig's keys to greater success: strategic decision-making and execution. In many ways, the book read more as a warning to future business researchers than a useful book for managers.
That said, it was a good read. And despairingly, the Delusions are real enough that you remember. Even when you want to suspend disbelief and revel in a Cinderella story of Fairy Godperson CEOs, it's hard. I attended a book launch reception the night I finished The Halo Effect. Instead of Oohing and Aahing, I munched hors d'oeuvres and tallied fallacies in the book's assumptions and methodology. As everyone else lined up for the author's autograph, I donned my jacket and vanished into the night, feeling like I'd just witnessed the birth of another useless fad.
When it comes to running a business, it pays to be fact-based. This book will help you separate the fact from fiction. But if you want Cinderella stories of Fair Godperson CEOs and the Magical Five Steps, books with large type about Moving Cheese are the way to go.
(*) Halfway through the book I invented my own unfixable delusion: the Delusion of Ethical Business. If UnethicalCo is winning in the marketplace by publishing fraudulent advertisement and engaging in restraint of trade, will its employees report that to researchers? Hardly! They'll say, "our visionary CEO leads us to success." Yet in her book Value Shift, Lynn Payne cites surveys where 1 in 3 people say their company engages in unethical or illegal business practice.
42 of 45 people found the following review helpful
Format:Hardcover
This is a rare business and management book. But a warning is in order. It is not intended for those seeking the "secret to success" or the formula to "dominate the market."
Phil Rosenzweig, a professor at IMD in Lausanne, Switzerland and strategy consultant, argues that much of business thinking is dominated by nine delusions:
1. The Halo Effect - many performance drivers are simply attributions based on prior performance.
2. The Delusion of Correlation and Causality - Two things may be correlated but we may not know which is the base cause.
3. The Delusion of Single Explanations - Many explanations are highly correlated; the effect of each one is usually less than suggested.
4. The Delusion of Connecting the Winning Dots - It is difficult to isolate the reasons for success. There is no way of comparing them with less successful companies.
5. The Delusion of Rigorous Research - If the data are not good, it does not matter how sophisticated the research methods appear to be.
6. The Delusion of Lasting Success - Almost all high-performing companies regress over time.
7. The Delusion of Absolute Performance - Company performance is relative, not absolute.
8. The Delusion of the Wrong End of the Stick - Highly-focused companies are often successful; yet highly-focused companies are not all successful.
9. The Delusion of Organizational Physics - Despite our quest for certainty and order, company performance does not obey the laws of nature and science.
In his final two chapters, Rosenzweig suggests ways for managers to replace delusions with a more discerning way to understand company performance.
This book carries no promises of success. Rosenzweig guarantees no successful results. He believes, and I agree, that a clear-eyed, critical and thoughtful approach to management is better than the causal tripe that dominates today's business bookshelves.
Phil Rosenzweig, a professor at IMD in Lausanne, Switzerland and strategy consultant, argues that much of business thinking is dominated by nine delusions:
1. The Halo Effect - many performance drivers are simply attributions based on prior performance.
2. The Delusion of Correlation and Causality - Two things may be correlated but we may not know which is the base cause.
3. The Delusion of Single Explanations - Many explanations are highly correlated; the effect of each one is usually less than suggested.
4. The Delusion of Connecting the Winning Dots - It is difficult to isolate the reasons for success. There is no way of comparing them with less successful companies.
5. The Delusion of Rigorous Research - If the data are not good, it does not matter how sophisticated the research methods appear to be.
6. The Delusion of Lasting Success - Almost all high-performing companies regress over time.
7. The Delusion of Absolute Performance - Company performance is relative, not absolute.
8. The Delusion of the Wrong End of the Stick - Highly-focused companies are often successful; yet highly-focused companies are not all successful.
9. The Delusion of Organizational Physics - Despite our quest for certainty and order, company performance does not obey the laws of nature and science.
In his final two chapters, Rosenzweig suggests ways for managers to replace delusions with a more discerning way to understand company performance.
This book carries no promises of success. Rosenzweig guarantees no successful results. He believes, and I agree, that a clear-eyed, critical and thoughtful approach to management is better than the causal tripe that dominates today's business bookshelves.
Most Recent Customer Reviews
Unbelievably boring
So unbelievably boring. No answers or new methodologies ... just breaking down what's wrong with all of the other books.
Published 1 month ago by Amazon Fan
No new
I read this book a quite time ago and it did a good job of telling one reason why a CEO and a company fails on their jobs. However, there's no news inside this book. Read more
Published 3 months ago by Hong
Finally, scientific rigor in social science
It is much more difficult to make analysis in social sciences than in
natural sciences, as the complexity is enormous, often no repeated experiments
can be run, and even... Read more
natural sciences, as the complexity is enormous, often no repeated experiments
can be run, and even... Read more
Published 3 months ago by A.J.
The Haol Effect
Great condition, perfect gift and looking forward to hear if worth reading. My son requested this book.I am sure it will be a worthy read.
Published 4 months ago by Mickey
Not Much Valuable Information Here
This book makes a good point early in the book that there is no secret recipe in business success. It goes on to show through examples how people oversimplify and often fool... Read more
Published 4 months ago by S. Beamer
Down to Earth
I will never read business magazines and books the same way after reading this book. A realistic point of view that acknowledges there are uncertainties and external factors in... Read more
Published 4 months ago by Ricardo Sada Marroquin
Dispels myths of success in business
Great book, took notes on it for future reference. Discusses that "Success rarely lasts as long as we'd like-for the most part, long term success is a delusion based on selection... Read more
Published 5 months ago by J. Ilog
Excellent
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Published 7 months ago by Phil Simon
Admirable and instructive and worthwhile but somewhat repetitive.
In the 'Halo Effect' I found much that was thought provoking. It provides a very useful framework for thinking about causality, simple explanations and research rigour. Read more
Published 9 months ago by S. Payne
Incredibly smug way of making a hen out of a feather
This book critiques several management books like In Search of Excellence : Lessons from America's Best-Run Companies and Built to Last: Successful Habits of Visionary Companies... Read more
Published 13 months ago by Jackal
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Business Week, Percy Barnevik, Finding Halos, Jim Collins, John Chambers, Goldman Sachs, The Evergreen Project, Managing Without Coconut Headsets, Harvard Business School, Take Two, General Electric, Schizophrenic Tour de Force, United States, Financial Times, Wall Street, The Mother of All Business Questions, Poul Plougmann, Great Place, Andy Grove, Silicon Valley, The Story of Cisco, Cisco Systems, President Bush, Tom Peters, Harvard Business Review Browse Sample Pages:
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cargo cult science, schizophrenic tour Key Phrases - Capitalized Phrases (CAPs): (learn more)
Business Week, Percy Barnevik, Finding Halos, Jim Collins, John Chambers, Goldman Sachs, The Evergreen Project, Managing Without Coconut Headsets, Harvard Business School, Take Two, General Electric, Schizophrenic Tour de Force, United States, Financial Times, Wall Street, The Mother of All Business Questions, Poul Plougmann, Great Place, Andy Grove, Silicon Valley, The Story of Cisco, Cisco Systems, President Bush, Tom Peters, Harvard Business Review Browse Sample Pages:
Front Cover | Table of Contents | First Pages | Index | Surprise Me!
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