Reinventing Management

ABOUT THE AUTHORJulian Birkinshaw is Professor and Chair of Strategy and Entrepreneurship at the London Business School. He has PhD and MBA degrees in Business from the Richard Ivey School of Business, University of Western Ontario, and a BSc (Hons) from the University of Durham. He was awarded an Honorary Doctorate by the Stockholm School of Economics, 2009.Professor Birkinshaw’s main area of expertise is in the strategy and management of large multinational corporations, and on such specific issues as corporate entrepreneurship, innovation, subsidiary-headquarters relationship, knowledge management, network organizations, and global customer management. He is the author of ten other books, including Giant Steps in Management (2007), Inventuring: Why Big Companies Must Think Small (2003), Leadership the Sven-Goran Eriksson Way (2002) and Entrepreneurship in the Global Firm (2001), and over seventy articles in such journals as Harvard Business Review, Sloan Management Review, Strategy Management Journal and Academy of Management Journal. He is active as a consultant and executive educator to many large companies, including Rio Tinto, SAP, GSK, ABB, Ericsson, Kone, Petrofac, WPP, Bombardier, Sara Lee, HSBC, Akzo Nobel, Roche, Thyssen Krupp, UBS, PWC, Coloplast, BBC, Unilever and Novo Nordisk. In 1998 the leading British Management magazine Management Today profiled Professor Birkinshaw as one of six of the “Next Generation of Management Gurus”. He is regularly quoted in international media outlets, including CNN, BBC, The Economist, the Wall Street Journal, and The Times. He speaks regularly at business conferences in the UK, Europe, North America and Australia.Professor Birkinshaw is co-founder with best-selling author Gary Hamel of the Management Innovation Lab (MLab), a unique partnership between academia and business that is seeking to accelerate the evolution of management.

• Preface ixAcknowledgements xiiiAbout the Author xviiChapter 1 Why Management Failed 1Chapter 2 What’s Your Management Model? 27Chapter 3 Coordinating Activities: From Bureaucracy to Emergence 53Chapter 4 Making and Communicating Decisions: From Hierarchy to Collective Wisdom 85Chapter 5 Setting Objectives: From Alignment to Obliquity 119Chapter 6 Motivating Employees: From Extrinsic to Intrinsic Motivation 145Chapter 7 Four Models of Management 173Chapter 8 The Change Agent’s Agenda 205Chapter 9 The Leader’s Agenda 225Epilogue Broadening the Debate on Reinventing Management 251Notes 263Index 283