- Paperback: 352 pages
- Publisher: Jossey-Bass; 1 edition (April 16, 2001)
- Language: English
- ISBN-10: 0801669405
- ISBN-13: 978-0801669408
- ASIN: 0787956880
- Product Dimensions: 6.1 x 0.9 x 9.1 inches
- Shipping Weight: 1.1 pounds (View shipping rates and policies)
- Average Customer Review: 22 customer reviews
- Amazon Best Sellers Rank: #1,964,359 in Books (See Top 100 in Books)
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Clicks and Mortar: Passion Driven Growth in an Internet Driven World 1st Edition
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David S. Pottruck, president and co-CEO of Charles Schwab, and Terry Pearce, founder of Leadership Communication, are among those who believe the Net will forever change the way business is conducted--if it hasn't done so already. In Clicks and Mortar, they draw on personal experience to suggest corporate officials prepare for this new reality by refocusing their practices, principles, and passions on the real needs of a 21st-century company. The book's first section, "Culture at the Core," identifies corporate culture as today's primary driver of growth and explores ways to create, improve, and sustain it ("through language, image, and ritual") for the wired era. The book's second section, "Leadership Practices," examines the way our technology-dominated environment impacts organizational behavior and the qualities leaders must possess (personal integrity and open communication) to inspire the "breakthrough thinking" needed to thrive. The third section, "Management Practices," investigates basic tools like measurement, marketing, and customer relations and describes how they can be updated for this brave new cyberworld. An additional chapter brings together eight business and academic players, including Microsoft's Steve Ballmer and Novell's Eric Schmidt, to speculate on the future of commerce. If you're not afraid to use "organizational transformation" and "personal change" in the same sentence, you'll find value here. --Howard Rothman --This text refers to an out of print or unavailable edition of this title.
From Publishers Weekly
The more things change, the more you must concentrate on the basics of running your business, according to Pottruck, president and co-CEO of the Charles Schwab investment firm, and consultant Pierce, author of Leading Out Loud. In their view, the basics include creating a corporate vision that drives the firm and the company culture forward, having a leader who models that vision and keeps the company on course and implementing management practices designed to realize the vision. It is hard to disagree with these tenets, and there is nothing wrong with reviewing the basics, but the authors don't probe very deeply into the ways that the Internet--the "clicks" in their title--affects their basic principles. They might have achieved it by exploring the insights in the final chapter--which features a "dialogue on the future" with such figures as Steve Ballmer, president of Microsoft; Lew Platt of Hewlett-Packard (who also wrote the foreword); and venture capitalist Ann Winblad in a roundtable discussion--or through a more detailed look at Charles Schwab's integration of the Internet into its existing "retail outlets." Instead, we get a rehash of what most leaders already know, aridly wrought in workmanlike prose. (Apr.)
Copyright 2000 Reed Business Information, Inc. --This text refers to an out of print or unavailable edition of this title.
Top customer reviews
The authors organize their excellent material within three Parts:
Culture at the Core: Creating a Passionate Corporate Culture in the Internet Age
Leadership Practices: Inspiring Passion-Driven Growth
Management Practices: Bringing Passion to the Internet World
All of us have encountered people who, for lack of a better descriptive, come across as "evangelists." They are SO enthusiastic about where they work, about what they do, and -- especially -- about their opportunities to serve others, associates as well as customers. They are always eager to go what Napoleon Hill calls "the extra mile." You know the type. They come in early, stay late, volunteer for an inconvenient or unpleasant task, etc. In my view at least, these are the most valuable currency of "human capital." I mention all this in fervent support of Pottruck and Pearce's frequent emphasis throughout the book on the importance of "passion." Southwest Airlines, to cite but one example from my own experience, contrinues to sustain a "passionate corporate culture" inspired by passionate leaders and managers who drive continuous growth. It is no accident that Southwest Airlines and the other "most highly admired companies" are also the most profitable, year after year after year.
If you have a passion to help your own organization to prosper, you and your associates must expect to be in what Leonard Berry (author of Discovering the Soul of Service) describes as a "constant state of innovation to improve the value proposition....But the innovation is channeled and purposeful only when it revolves around strong values. It's really a wonderful circle. The right kind of corporate values lead to the right kind of customer value. Values inspire people, and inspired people do great things. When they do, they find ways to produce value for customers, and that improves either cost or revenue or both." Pottruck concludes the book with an affirmation that "the Internet and its cousins make it possible for each of us to become more powerful and more responsible, to contribute in ways we could not have without it. It makes individual and collective `passion-driven growth more likely." Then he adds: "What a dazzling prospect and inspiring vision for our time!"
Indeed it is...and available to all.
To begin creating the corporate values you want in your organization:
1. Write down the values.
2. Develop a compelling mission statement for the organization.
3. Communicate your thoughts and feelings to your entire group.
4. Ask for input.
5. Ask everyone to relate their own jobs to the mission statement. What are they contributing to the goals of the organization and how?
To sustain a vibrant corporate culture:
· Pay attention to stories and rituals within the organization. Make sure that the words you use to describe people and things in the company aren't negative. Even small rituals, like the way a meeting is begun or ended, can help solidify a corporate culture.
· Embrace diversity: make your company a place where everyone who shares the values of the firm is welcome.
· Lead by example: almost everyone wants to work for someone with a strong sense of responsibility and integrity.
· Make leadership communication a priority: a company where opinions are solicited will be in a better position to innovate.
· Use new technologies to gather data and utilize it to advantage. Measure individual performance relative to the goals of the organization. Use customer data to drive marketing strategies.
· Learn to understand the technologies yourself.
Most recent customer reviews
I highly recommend this book for its people-centered approach to electronic...Read more