The Hardball Manifesto “Time has come to rebalance the hard and the soft” • Softball players that have survived until now— e.g. most airlines. The Hardball Manifesto. This Perspective is adapted from the authors’ new book, Hardball: Are You Playing to Play or. Playing to Win? (Harvard Business. Download Citation on ResearchGate | The Hardball Manifesto | This chapter focuses on the risk-taking attitude of companies and the leaders. When companies.

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Hardball: Are You Playing to Play or Playing to Win? by Keylin Then Monegro on Prezi

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Guerrilla Marketing for a Bulletproof Career. Hardball is an intelligent and textured primer. Three Threats to Brand Relevance. Join our on-line discussion group: What Stalk and Lachenauer overlook is that persuading people to change and to collaborate is today one of the central leadership tasks that cannot be accomplished simply by being more aggressive, adversarial, ruthless and mean-spirited.

Such an assumption is only feasible in situations where the manager has unlimited hierarchical and moral authority — in other words, a tsar or dictator whose every decision is implemented without question and is never troubled by skeptics among the board of manifeeto, or among staff or partners, or on Wall Street.


How do managers persuade staff in the organization to change? They don’t play to win; they play to play.

You should have your February issue of Fast Company now. That approach may reflect the recent focus of management science, which itself has gone soft.

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Best employed in bursts of ruthless intensity, these strategies are: In one sense, since a strategy is a particular kind of future story, the article is all about story and about which are the more effective kinds of forward-looking stories in the business arena. What Stalk and Lachenauer appear to miss is that the recommended hardball management approach of adopting a strenuously adversarial stance on every issue would be a disaster if it were to be applied.

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It cleanses the market. The New Strategic Thinking. An aggressively adversarial approach to partnerships and networks and collaboration would obviously be disastrous and none of the so-called hardball organizations adopt it in this context. Flabby rivals will sometimes gasp that hardball players are playing too hard. Close Report a review At Kobo, we try to ensure that published reviews do not contain rude or profane language, spoilers, or any of our reviewer’s personal information.


Do you have what it takes to play hardball? Steve Denning consults and gives workshops and keynote presentations on topics that include: Stalk and Lachenauer appear to miss that no company is consistently and aggressively adversarial in everything it does — certainly not Toyota, Dell or Wal-Mart. Based on 25 years of experience advising and observing a range of companies, the authors argue that hardball competitors can gain extreme competitive advantage–neutralizing, marginalizing, or even destroying competitors–without violating their contracts with customers or employees and without breaking the rules.

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At Kobo, we try to ensure that published reviews do not contain rude or profane language, spoilers, or any of mnifesto reviewer’s personal information. The Power of Loyalty.