delanceyplace.com 2/25/09 - business education

In today's excerpt - writing in the late 1990s, the authors contrast the business leaders of the immediate post-World War II period to contemporary businesses leaders raised on a steady diet of business publications, management books, MBAs and consultants—and conclude that it is unadorned critical thought, not the current business fad, that brings business success. As T.S. Eliot lamented in Choruses from The Rock:

Where is the wisdom we have lost in knowledge?

Where is the knowledge we have lost in information?:

"During the 1990s virtually an entire generation of top executives left their businesses, retired or passed away. Many of these executives had achieved legendary status—[David] Packard at Hewlett-Packard, [Akio] Morita at Sony, [Sir John Harvey-] Jones at ICI, [Sam] Walton at Wal-Mart, and [Jan] Carlzon at SAS, to name a few. These leaders shared some notable characteristics that differentiate them from their successors. They lived through the Great Depression, which crippled the world's economy in the 1930s; they experienced the horrors of World War II; they served their business apprenticeships in the postwar rebuilding period of the late 1940s and early 1950s. But what may differentiate them most from their counterparts of today is the issue of management.This 'old guard' was the last of a breed of executives who developed their management skills almost entirely in the workplace. They were building businesses while management 'science'—if it can be called that—was still in its infancy.

"In 1948 ... the Harvard Business Review had a robust circulation of fifteen thousand. That number had reached nearly two hundred fifty thousand by the mid 1990s. The Harvard Business School itself and the few other graduate business schools in existence in 1948 awarded 3,357 MBAs—a far cry from the 75,000 MBAs awarded forty-five years later. Even McKinsey, the best known of consulting companies was a relatively small firm with annual revenues of under $2 million, compared with 1994 revenues of more than $1.2 billion. Management guru Peter Drucker was a youngster of thirty-nine. Seven-year-old Tom Peters was probably 'in search of' a new bike.

"The executives of [the immediate post-war] period were not uneducated—in fact many were extremely well educated—but they did not learn their approach to business from a business school, a management expert, a celebrated management book, or an outside consultant. Options such as these were not generally available. These executives learned their business skills in the industrial jungle. ...

"The forty-year-old executive of the 1990s, by contrast, probably holds one of the tens of thousands of MBAs awarded each year. His formal management education is supplemented by dozens of business periodicals and hundreds of management books. If, however, a situation seems resistant to even this mass of management wisdom, there are several hundred consulting firms and more than a hundred thousand consultants ready to provide additional management skill and knowledge. In 1993 businesses around the world spent $17 billion for consultants' recommendations, and AT&T alone lavished $347.1 million on outside expertise.

"That does not necessarily mean that the business executives of the past were superior to those of the present. ... Still, we suspect that if those [managers] of years gone by found themselves at the helm of any of today's extraordinarily complex and competitive business enterprises, they would steer a straight and successful course."


author:

Quinn Spitzer and Ron Evans

title:

Heads You Win!: How the Best Companies Think--and How You Can Use Their Examples to Develop Critical Thinking Within Your Own Organization

publisher:

Fireside Simon and Schuster

date:

Copyright 1997 by Kepner-Tregoe, Inc.

pages:

15-17
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