All along we have been under the impression
that less is less, and that less could never be more. The aim of every business is to earn profits. For this, the productivity has to be increased, which means more output with less input, i.e. more with less. This book tells us as to how; we can get more from less. It has 12 Chapters in 5 parts. The introductory Chapter explains Productivity, and the criteria for making a productive company. As per Chapter 1, culture is the strategy in productive companies, where strategy has been institutionalized. It also gives the objectives for five case studies. The leader defined such an objective, but all have to rally around it, for the final results. As per Chapter 2, for every significant problem, the big objective has to be kept in view. For real participation of everyone, the big objective must be authentic and genuine. This enables the company people focused, for moving towards doing more with less. As per Chapter 3, truthfulness and open ness are essential for productive business. This is explained with case studies. There should be no closed door or back door discussions. In all productive companies, every employee must be taught to think, to be an owner, by his sharing all information about the company affairs. They have genuine open
communication with every one, including the top boss. Some times seemingly minor communication/remark/question of an employee, leads to important changes and improvements. This open communication is also extended to, suppliers and customers. Suppliers and vendors are encouraged to think themselves, as part of the team. Here the process is criticized, and not the personnel, and this makes a difference. As per Chapter 4, in productive organizations, one gets rid of the bureaucracy (the author gives eight steps for it), so that all resources are directed at, making and selling more. As per Chapter 5, when the top executive wants to convey a strong message to every one, he should take purposeful objective oriented, but drastic actions. Highly productive companies quickly drop incapable personnel, of whatever rank they may be. As per Chapter 6, it is better to limit the number of persons recruited, and then to meet the requirements by outsourcing, contracted workforces, flextime workers, job sharing, multiple skilled workers, work at home programmes or even a one-time major re-
organization lay-off.
Chapter 7 is entitled WTGBRFDA, which stands for the killer question: What is the good business reason for doing this? The case study of a husband and wife team in the field of savings is presented, which achieved more results, with much lower inputs. This organization every time asked this question before deciding, taking a long-term view, rather than immediate pressing needs. Chapter 8 concludes that financial statements do not portray the realities, and these mask embarrassing secrets, preventing companies from becoming more productive. Most of the persons in the company, do not even read the financial statements, and/or are unable to understand them. The productive companies exclusively focus on a small number of important tasks, and then work to improve each of them. It is desirable to identify the key tasks, measure them periodically, and seek continuous improvements. As per Chapter 9, highly productive companies are usually led by strong people, and have a system for every part of their business. However, management and employees not only play an equal role in deciding about the systems, but also trust and respect each other. As per Chapter 10, there always is a better way of doing things. The productive companies have a dedication to efficiency, by continuous improvement, which has seven identifiable steps. As per Chapter 11, highly productive companies use group productivity based compensation, to steer the companies towards higher productivity, for better teamwork, with the non-performer being weeded out. Giving opportunities to learn, and giving higher responsibilities early in the age, have also helped. Chapter 12 scrutinizes the role of technology, in making a business more productive. The author has given some points, for evaluation of the Technology initiatives. As per Chapter 13, the most productive companies created a safe and secure environment, and then they decided to fight a common external objective. The author gives steps required, for creating a safe and secure work place. All actions of management must be consistent with the values, the system and the culture. As per Chapter 14, the leaders of these organizations initiated a culture, and made it more important than any one in the organization. The author has listed eleven traits, required for the leader of a highly productive enterprise. In the epilogue, the author gives twelve rules for doing more with less. This interesting book, with lot of examples, is written with crystal clarity and it touches the fundamentals. It is the result of research and travel, by the author and his team, to find out possible secrets of the success of such companies. It is a “how-to-do” book, along with proper advice. It definitely presents a powerful tool, which can change the way we do business. This book is considered useful for every one connected with business, management, research students, academicians etc. at all levels. A must read book.