Customer Reviews

Zero Space: Moving Beyond Organizational Limits

5 star:		(1)
4 star:		(1)
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A very impressive book! Zero Space defines a cutting-edge management model that is relevant to both managers and consultants alike. I see this theory as a natural extension and integration of the research on high-speed management and virtual organizations. John Jones, Ph.D., Author, "The Virtual Entrepreneur"

I rate the book as "Zero." In "Zero Space" that is the highest rating!

Authors address organizational change in a knowledge-based economy. Their short stories and analogies make the book fun to read. Examples include the comparison of Zero-thinking companies to a maneuverable and highly adaptable "Tugboat" rather than a large ship. They talk of the value of communication and value of sharing information with the concise sentence "Two friends meet for a drink." The knowledge sharing, over a drink, leaves both men richer and no man poorer. This is an excellent story and representative of the superb readability of the book.

Easy and fun to read does not translate into "Easy to understand." This reader needed two passes to begin to appreciate the "Zero Space" concept and. Some of the concepts are abstract and require the reader to think in unconventional terms. Fortunately the authors offer Eight Key Features" associated with the "Zero" thinking. For example, "Zero Learning Lag" talks about training in today's businesses. The chapter is less abstract than others and presents a very good case for integration of learning with job activity in which the two become indistinguishable.

Lastly, the authors quote much of modern business literature thus offering the reader additional ways to explore the "Zero" concepts or merely to link to alternative ideas.

and a good "sound" idea.

A book built on platitudes not repeatable results.

How does one summarize a book that is impossible to understand? Simply stated, this frustrating read crumbles under the weight of its own foolishness. For example:
The reader is is advised not to share knowledge indiscriminately. But to get to "zero space" (whatever that is) one is encouraged to do just that. But, later, we are told it's OK to share all knowledge because competitive advantage is only gained by someone acting on that knowledge. Are they overlooking the fact that in order to act on something, one must first have that knowledge? Whoops.
The authors arrogantly state, "Human resource management is out and people relationship is in." This is cute but not substantiated.
The trend toward operational standardization is well appreciated, but then to leap to the assumption that this means the knowledge worker is a myth is dubious. And, again, unsubstantiated.
The first "concrete" step we are to take on this voyage to zero space is to become zero-minded, to empty our minds of preconceptions, and to allow it to move freely where it may never have gone before. The authors have evidently followed their own advice.