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10 Management Models
Fashions in business thinking change abruptly. The way we think about leadership, for instance, has shifted radically from the genius of great entrepreneurs like Rockefeller, Carnegie and Ford, through leadership as a science, leadership that releases human potential, the leader as strategist and warrior, customer champion, globalist and shareholder advocate, to, more recently, leadership as stewardship of the environment. Hundreds of models have been developed to track, measure and forecast business solutions, but as fashions shift how can we apply them in real organizations that have to succeed outside the classroom? 10 Management Models is taken from the book, 100+ Management Models by the same authors.
- GenresBusinessNonfiction
77 pages, Kindle Edition
First published February 26, 2015
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169 people want to read
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Displaying 1 - 9 of 10 reviews
August 9, 2017
This book aims to be a preview into another book by the author.
While the 10 models discussed, are fairly limited in this book, I thought the introduction by the author was really good, and can safely assume the more detailed version should be quite informative and useful. The 5-stars is primarily for the intro.
While the 10 models discussed, are fairly limited in this book, I thought the introduction by the author was really good, and can safely assume the more detailed version should be quite informative and useful. The 5-stars is primarily for the intro.
April 12, 2020
Basic Stuff
A quick summary of 10 models addressing various management and strategy topics of the last 10 years. The summaries are really short and while they give references for more info, there really isn’t enough there to chew on. Might be useful for a quick reference, but not much else.
A quick summary of 10 models addressing various management and strategy topics of the last 10 years. The summaries are really short and while they give references for more info, there really isn’t enough there to chew on. Might be useful for a quick reference, but not much else.
July 22, 2023
interesting information presented in a practical way
Each model is well summarized and with interesting comments from the authors. I recommend it to anyone working in business and management.
Each model is well summarized and with interesting comments from the authors. I recommend it to anyone working in business and management.
July 13, 2018
In a nutshell
The ebook crisply provides essentials of top business models and how it can be applied and what's the expected outcome. Insightful read...
The ebook crisply provides essentials of top business models and how it can be applied and what's the expected outcome. Insightful read...
February 20, 2022
This read fits within the “Strategic & Business Management” pillar of PMI’s Talent Triangle because it provides an overview of 10 business management models; the larger volume covers 100 models. I’ll provide my thoughts on some of these 10 models below.
Model 4 “Blue ocean strategy” is about creating uncontested market space and making competition “irrelevant” by capturing new demand and offering a new leap in value. This is opposed to “red ocean strategy” which is about beating competition and exploiting existing demand. They offer the example of Cirque du Soleil, which omitted costly elements of traditional circuses and focused on the core sophisticated elements that appealed to adult audiences. Reading this, I couldn’t help but think “easier said than done”. It’s easy to say that you should create an entirely new market instead of competing in an existing one, but that seems sanguine at best. The reality is, most people aren’t going to be visionaries who create entirely new markets and they will have to compete in existing ones, trying to add more value than their competitors. This strikes me as a rather unhelpful model in that regard.
Model 5 “Six stages of social business transformation” provides a roadmap for organizations to improve their engagement w/ stakeholders on social media. Li’s “social technographics ladder” identifies people according to how they use social: creators, critics, collectors, joiners, spectators and inactives. This strikes me as similar in concept to the controversial net promoter score (NPS), but focused on social. The model may help an organization systematically observe the social conversations they perceive as relevant and join said conversations “as a peer” rather than mainly going for the hard-sell on social media, which rarely works.
Model 6 “social media ROI pyramid” by Owyang asks the thorny question of “how can one measure the ROI of social media?” It is a fair point that tracking more fans and followers doesn’t really move the business needle forward, necessarily. And yet that is how organic social media success is primarily measured by most agencies I’ve encountered. Perhaps it is better than nothing, but more important to take that next step of thinking about what you will do w/ these fans and followers and how to measure that.
Model 9 “balancing transparency” asks the interesting question of what is the optimal level of transparency in an organization? This, no doubt, will vary by country and culture. It is doubtful that there is one global optimal level. The optimal level of transparency in a culture with naturally high power-distance (Hofstede), e.g., Malaysia, is no doubt going to be different than the optimal level of transparency in a culture with naturally low power-distance, e.g., Sweden. Certainly in North America, there seems to be more of a push toward the concept of open salary disclosure in companies beyond the public sector. Ontario’s proposed Pay Transparency Act mandates that companies (of a certain size) must disclose salaries in job descriptions, for instance. This would certainly be a boon to job seekers and put an end to the frankly dishonest practice of employers stating that “they don’t have a range” when asked when we all know that, in fact, they do.
This would presumably empower employees more than employers, but perhaps not. Employers may find that such openness would lead to better performance, assuming that the requirements needed to achieve the salary jumps are well documented. More comparative studies (open salary private orgs. vs. closed salary private orgs.) are needed, in any case.
Model 4 “Blue ocean strategy” is about creating uncontested market space and making competition “irrelevant” by capturing new demand and offering a new leap in value. This is opposed to “red ocean strategy” which is about beating competition and exploiting existing demand. They offer the example of Cirque du Soleil, which omitted costly elements of traditional circuses and focused on the core sophisticated elements that appealed to adult audiences. Reading this, I couldn’t help but think “easier said than done”. It’s easy to say that you should create an entirely new market instead of competing in an existing one, but that seems sanguine at best. The reality is, most people aren’t going to be visionaries who create entirely new markets and they will have to compete in existing ones, trying to add more value than their competitors. This strikes me as a rather unhelpful model in that regard.
Model 5 “Six stages of social business transformation” provides a roadmap for organizations to improve their engagement w/ stakeholders on social media. Li’s “social technographics ladder” identifies people according to how they use social: creators, critics, collectors, joiners, spectators and inactives. This strikes me as similar in concept to the controversial net promoter score (NPS), but focused on social. The model may help an organization systematically observe the social conversations they perceive as relevant and join said conversations “as a peer” rather than mainly going for the hard-sell on social media, which rarely works.
Model 6 “social media ROI pyramid” by Owyang asks the thorny question of “how can one measure the ROI of social media?” It is a fair point that tracking more fans and followers doesn’t really move the business needle forward, necessarily. And yet that is how organic social media success is primarily measured by most agencies I’ve encountered. Perhaps it is better than nothing, but more important to take that next step of thinking about what you will do w/ these fans and followers and how to measure that.
Model 9 “balancing transparency” asks the interesting question of what is the optimal level of transparency in an organization? This, no doubt, will vary by country and culture. It is doubtful that there is one global optimal level. The optimal level of transparency in a culture with naturally high power-distance (Hofstede), e.g., Malaysia, is no doubt going to be different than the optimal level of transparency in a culture with naturally low power-distance, e.g., Sweden. Certainly in North America, there seems to be more of a push toward the concept of open salary disclosure in companies beyond the public sector. Ontario’s proposed Pay Transparency Act mandates that companies (of a certain size) must disclose salaries in job descriptions, for instance. This would certainly be a boon to job seekers and put an end to the frankly dishonest practice of employers stating that “they don’t have a range” when asked when we all know that, in fact, they do.
This would presumably empower employees more than employers, but perhaps not. Employers may find that such openness would lead to better performance, assuming that the requirements needed to achieve the salary jumps are well documented. More comparative studies (open salary private orgs. vs. closed salary private orgs.) are needed, in any case.
March 21, 2015
Surely this intro creates interest to buy the book.
Liked the thinking behind selection of models and the uniform conceptual structure for explaining the models. Some models within this intro seem very academic and irrelevant from a corporate use perspective. However, I bought the book and look forward to learning other models.
Liked the thinking behind selection of models and the uniform conceptual structure for explaining the models. Some models within this intro seem very academic and irrelevant from a corporate use perspective. However, I bought the book and look forward to learning other models.
April 9, 2015
Superb method of explaining the Management Models
I want to read more on this, however it is a reference material than a Reading Material
I want to read more on this, however it is a reference material than a Reading Material
July 15, 2016
Lot of nice idea in this book
This entire review has been hidden because of spoilers.
July 30, 2016
Fantastic book
Interesting and well researched book contains all major business models which can be applied on various situation and circumstances. Must read.
Interesting and well researched book contains all major business models which can be applied on various situation and circumstances. Must read.
Displaying 1 - 9 of 10 reviews