What do you think?
Rate this book
Results: Keep What's Good, Fix What's Wrong, and Unlock Great Performance
Every company has a personality. Does yours help or hinder your results? Does it make you fit for growth? Find out by taking the quiz that’s helped 50,000 people better understand their organizations at OrgDNA.com and to learn more about Organizational DNA.
Just as you can understand an individual’s personality, so too can you understand a company’s type—what makes it tick, what’s good and bad about it. Results explains why some organizations bob and weave and roll with the punches to consistently deliver on commitments and produce great results, while others can’t leave their corner of the ring without tripping on their own shoelaces. Gary Neilson and Bruce Pasternack help you identify which of the seven company types you work for—and how to keep what’s good and fix what’s wrong. You’ll feel the shock of recognition (“That’s me, that’s my company”) as you find out whether your organization
• Passive-Aggressive (“everyone agrees, smiles, and nods, but nothing changes”): entrenched underground resistance makes getting anything done like trying to nail Jell-O to the wall
• Fits-and-Starts (“let 1,000 flowers bloom”): filled with smart people pulling in different directions
• Outgrown (“the good old days meet a brave new world”): reacts slowly to market developments, since it’s too hard to run new ideas up the flagpole
• Overmanaged (“we’re from corporate and we’re here to help”): more reporting than working, as managers check on their subordinates’ work so they can in turn report to their bosses
• Just-in-Time (“succeeding, but by the skin of our teeth”): can turn on a dime and create real breakthroughs but also tends to burn out its best and brightest
• Military Precision (“flying in formation”): executes brilliant strategies but usually does not deal well with events not in the playbook
• Resilient (“as good as it gets”): flexible, forward-looking, and fun; bounces back when it hits a bump in the road and never, ever rests on its laurels
For anyone who’s ever said, “Wow, that’s a great idea, but it’ll never happen here” or “Whew, we pulled it off again, but I’m tired of all this sprinting,” Results provides robust, practical ideas for becoming and remaining a resilient business.
Also available as an eBook
Just as you can understand an individual’s personality, so too can you understand a company’s type—what makes it tick, what’s good and bad about it. Results explains why some organizations bob and weave and roll with the punches to consistently deliver on commitments and produce great results, while others can’t leave their corner of the ring without tripping on their own shoelaces. Gary Neilson and Bruce Pasternack help you identify which of the seven company types you work for—and how to keep what’s good and fix what’s wrong. You’ll feel the shock of recognition (“That’s me, that’s my company”) as you find out whether your organization
• Passive-Aggressive (“everyone agrees, smiles, and nods, but nothing changes”): entrenched underground resistance makes getting anything done like trying to nail Jell-O to the wall
• Fits-and-Starts (“let 1,000 flowers bloom”): filled with smart people pulling in different directions
• Outgrown (“the good old days meet a brave new world”): reacts slowly to market developments, since it’s too hard to run new ideas up the flagpole
• Overmanaged (“we’re from corporate and we’re here to help”): more reporting than working, as managers check on their subordinates’ work so they can in turn report to their bosses
• Just-in-Time (“succeeding, but by the skin of our teeth”): can turn on a dime and create real breakthroughs but also tends to burn out its best and brightest
• Military Precision (“flying in formation”): executes brilliant strategies but usually does not deal well with events not in the playbook
• Resilient (“as good as it gets”): flexible, forward-looking, and fun; bounces back when it hits a bump in the road and never, ever rests on its laurels
For anyone who’s ever said, “Wow, that’s a great idea, but it’ll never happen here” or “Whew, we pulled it off again, but I’m tired of all this sprinting,” Results provides robust, practical ideas for becoming and remaining a resilient business.
Also available as an eBook
- GenresBusinessLeadershipAdult
320 pages, Hardcover
First published October 18, 2005
About the author
Gary L. Neilson
3 books3 followersGary L. Neilson is an advisor to executives across all industries for Strategy&, PwC’s strategy consulting business. Based in Chicago, he is a Principal with PwC US. He has 30 years of experience, focused on helping Fortune 500 companies with operating model transformation challenges.
Ratings & Reviews
Friends & Following
Create a free account to discover what your friends think of this book!
Community Reviews
Displaying 1 - 4 of 4 reviews
July 25, 2008
Results: Keep What's Good, Fix What's Wrong, and Unlock Great Performance
Gary L. Neilson and Bruce A. Pasternack
Crown Business
Obviously, all human effort produces results, including no change of the status quo. What Neilson and Pasternack are talking about are efforts which sustain what is both effective and efficient, repair or eliminate what isn't, and thereby result in ("unlock") great performance. They identify four separate but interdependent "building blocks" (decision rights, information, motivators, and structure) on which to establish a program to achieve whatever the desirable results may be. Perhaps to manage growth. Perhaps to rightsize. Perhaps to introduce a new product or service and/or to penetrate a new market. In Chapters One through Nine, they examine several different types of organizations:
Passive-Aggressive: "Everyone Agrees But Nothing Changes"
Fits-and-Starts: "Let 1,000 Flowers Bloom"
Outgrown: "The Good Old Days Meet a Brave New World"
Overmanaged: "We're from Corporate and We're Here to Help"
Just-in-Time: "Succeeding by the Skin of Our Teeth"
Military Precision: "Flying in Formation"
Each of the first six types has specific characteristics, most (if not all) of which are perversions of what would otherwise be desirable. For example, most executives would agree that an organization's operations should be disciplined, consistent, and lean; also, that there should be a well-defined chain of command. However, in a Military Precision organization, there can be serious problems which result from "command and control" management which discourages (if not punishes) principled dissent and individual initiative. Almost everyone involved awaits "orders" to be followed without question or hesitation What makes this volume so informative, indeed valuable is the fact that Neilson and Pasternack identify all manner of causes of dysfunctional organizations, suggest how those causes can be avoided or eliminated, and then explain what a "healthy" organization is but also how to establish and then sustain one. It remains for decision-makers to understand which of the seven types best describes their organization and then, guided and informed by what Neilson and Pasternack provide in this volume, make whatever corrective or preventive adjustments may be necessary.
Gary L. Neilson and Bruce A. Pasternack
Crown Business
Obviously, all human effort produces results, including no change of the status quo. What Neilson and Pasternack are talking about are efforts which sustain what is both effective and efficient, repair or eliminate what isn't, and thereby result in ("unlock") great performance. They identify four separate but interdependent "building blocks" (decision rights, information, motivators, and structure) on which to establish a program to achieve whatever the desirable results may be. Perhaps to manage growth. Perhaps to rightsize. Perhaps to introduce a new product or service and/or to penetrate a new market. In Chapters One through Nine, they examine several different types of organizations:
Passive-Aggressive: "Everyone Agrees But Nothing Changes"
Fits-and-Starts: "Let 1,000 Flowers Bloom"
Outgrown: "The Good Old Days Meet a Brave New World"
Overmanaged: "We're from Corporate and We're Here to Help"
Just-in-Time: "Succeeding by the Skin of Our Teeth"
Military Precision: "Flying in Formation"
Each of the first six types has specific characteristics, most (if not all) of which are perversions of what would otherwise be desirable. For example, most executives would agree that an organization's operations should be disciplined, consistent, and lean; also, that there should be a well-defined chain of command. However, in a Military Precision organization, there can be serious problems which result from "command and control" management which discourages (if not punishes) principled dissent and individual initiative. Almost everyone involved awaits "orders" to be followed without question or hesitation What makes this volume so informative, indeed valuable is the fact that Neilson and Pasternack identify all manner of causes of dysfunctional organizations, suggest how those causes can be avoided or eliminated, and then explain what a "healthy" organization is but also how to establish and then sustain one. It remains for decision-makers to understand which of the seven types best describes their organization and then, guided and informed by what Neilson and Pasternack provide in this volume, make whatever corrective or preventive adjustments may be necessary.
September 23, 2012
I liked the way the authors described the stereotypical organisational cultures using the kinds of stories and symbols that were often discernable. It was pretty easy to recognise many of these traits in places I know and have worked in, with or alongside.
It was also interesting to read their description of the "Resilient Organisation" which they consider as the most effective organisational culture - able to respond and adapt effectively to changing environments, shocks and pressures. In contrast, their description of the Overmanaged Organisation was a close match for far too many public sector organisations.
My only disappointment was the way the levers described to create this culture were a little simplistic - though that doesn't mean they are unimportant. Organisational Structure, Decision Rights, Information and Motivators are certainly areas to consider when attempting to create and sustain a resilient organisation culture ... but I dont think they are the first things I would look at. Perhaps that is because I am working with a somewhat broader perspective than the Human Resources practitioner I used to be.
It was also interesting to read their description of the "Resilient Organisation" which they consider as the most effective organisational culture - able to respond and adapt effectively to changing environments, shocks and pressures. In contrast, their description of the Overmanaged Organisation was a close match for far too many public sector organisations.
My only disappointment was the way the levers described to create this culture were a little simplistic - though that doesn't mean they are unimportant. Organisational Structure, Decision Rights, Information and Motivators are certainly areas to consider when attempting to create and sustain a resilient organisation culture ... but I dont think they are the first things I would look at. Perhaps that is because I am working with a somewhat broader perspective than the Human Resources practitioner I used to be.
August 4, 2014
Desde Leader Summaries recomendamos la lectura del libro Resultados, de Gary L. Neilson y Bruce A. Pasternack.
Las personas interesadas en las siguientes temáticas lo encontrarán práctico y útil: management, mejora de procesos.
En el siguiente enlace tienes el resumen del libro Resultados, Como cambiar el ADN de una empresa para aumentar los beneficios a largo plazo: Resultados
Las personas interesadas en las siguientes temáticas lo encontrarán práctico y útil: management, mejora de procesos.
En el siguiente enlace tienes el resumen del libro Resultados, Como cambiar el ADN de una empresa para aumentar los beneficios a largo plazo: Resultados
March 30, 2013
A should-read book on execution for knowledge workers, managers, executives, and entrepreneurs.
Displaying 1 - 4 of 4 reviews