- Paperback: 384 pages
- Publisher: Crown Business; Revised, 20th Anniversary ed. edition (16 July 2013)
- Language: English
- ISBN-10: 0385348339
- ISBN-13: 978-0385348331
- Product Dimensions: 13.2 x 2.5 x 20.3 cm
- Average Customer Review: Be the first to review this item
- Amazon Bestsellers Rank: #21,525 in Books (See Top 100 in Books)
The Great Game of Business, Expanded and Updated: The Only Sensible Way to Run a Company Paperback – 16 Jul 2013
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"The whole concept of The Great Game of Business is beautiful –consistency, alignment, and transparency, infused with core values and brought to life with powerful mechanisms. It is inspired and inspiring, a classic." -Jim Collins, author of Good to Great
“The Great Game of Business is one of the top 10 most important business books for all growth-minded company leaders to read. Why? It details how to create the critically important “line of sight” every employee needs to be fully engaged and driving toward a common goal. And Jack’s book details how to get everyone in your company focused with one eye on the financial impact of their decisions. Then watch profits and cash soar.” -Verne Harnish, CEO of Gazelles and author of The Greatest Business Decisions of All Time
"This is the brilliant story of the most radical act committed by a businessman in this century. You can't run or manage your business the old way once you read The Great Game." -Paul Hawken
About the Author
JACK STACK is Founder, President and CEO of SRC Holdings Corporation, a 100% Employee-Owned Company employing over 1200 people, with sales of over $450,000,000. SRC Holdings Corporation operates 31 business units including Joint Ventures with John Deere, Case New Holland and Navistar, and maintains two venture capital incubator funds.
A pioneer of the leadership model known as Open Book Management, Stack is the author of two books on the subject, The Great Game of Business and A Stake in the Outcome. His expertise in using the open book model has helped SRC Holdings Corporation start, acquire, and own over 60 small and medium size businesses and created thousands of jobs since 1983. In addition, SRC Holdings Corporation has increased its stock value 292,000% since 1983.
Jack has been called the “smartest strategist in America” by Inc. Magazine and one of the “top 10 minds in small business” by Fortune Small Business Magazine. Jack is a contributing editor for Inc. Magazine and contributing business writer for The New York Times.
He is a popular public speaker and a practitioner of the open book model. SRC Holdings Corporation has received international recognition because of its success, including the Top 100 Companies to Work for in America, WorldBlu Most Democratic Workplaces, the National Business Ethics Award and the Business Enterprise Trust Award.
Jack has served as a world judge for the Ernst & Young Entrepreneur of the Year Awards Institute and as an advisor for this group since 1998. Jack designed the first ever United Way Entrepreneurial Fund to encourage innovation within the non-profit community. He is the father of five children and grandfather of six.
BO BURLINGHAM is editor-at-large—and former executive editor—of Inc. magazine and chairman of the Small Giants Community (www.smallgiants.org). His book Small Giants: Companies That Choose To Be Great Instead of Big was a finalist for the 2006 Financial Times/Goldman Sachs Business Book of the Year award. His most recent book, co-authored with Norm Brodsky, is Street Smarts: An All-Purpose Tool Kit for Entrepreneurs.
He has also written two books with Jack Stack. The first, The Great Game of Business, was named one of 100 best business books of all time. The second, A Stake in the Outcome, has been called “the first management classic of the new millennium.” Burlingham is currently working on a book about exits. He lives in Oakland, CA, with his wife of 41 years, Lisa. They have two children and three grandchildren.
RICH ARMSTRONG is the president of The Great Game of Business, Inc. and a 20+ year veteran of SRC Holdings Corporation. Rich has been instrumental in the ongoing design and development of the GGOB methodology because of his practical, “first-hand” experience running businesses at SRC. Known for his engaging, down to earth and authentic style, Rich is a popular, versatile speaker and business coach. Rich serves on the board of Court Appointed Special Advocates for children (CASA) and the National Center for Employee Ownership (NCEO). Combined with the love and enjoyment of his family, including two wonderful children, Ryan and Rylee, Rich is an avid musician and will often be found enjoying music in his home studio.
STEVE BAKER is Vice President of The Great Game of Business, Inc., a division of employee-owned SRC Holdings Corporation. Known for his high-energy and engaging message, he has become a top-rated and sought-after speaker, author and coach on topics of Open-Book Management, Strategy & Execution, Business Literacy and Employee Engagement. Steve serves on the Board of the National Center for Employee Ownership as well as the Steering Committee for SRC’s Ownership Culture Initiative. Steve is a career marketing and branding professional and is an award-winning designer. He lives in Springfield, Missouri with his wife, JoAnn, and their three children.
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Most helpful customer reviews on Amazon.com
Jack Stack takes a practical, implementable approach to Open Book Management. In a nutshell, the theory is that if employees understand the numeric goals of a business, and how their own measurables contribute to those goals in a fun, competitive environment -- they will find new, creative ways to assist management in cranking out profit, additional sales revenue, and free cash flow. Having personalized this approach and implemented it myself in a number of organizations, I can vouch that this is absolutely the best way to improve the numbers that are so critical to your business success. Get your team involved -- Roll out the Great Game of Business TODAY!
"1- Why teach people how to make money: On profit in general, On your company's profits, On making money and generating cash, On jobs and job security, On wealth and wealth creation.
2- Myths of management: On the danger of telling the truth, On the danger of being a "nice guy", On the role of the manager, On motivation.
3- The feeling of a winner: On the credibility of management, On the attitude of employees, On pride and ownership, On starting games, On celebrating wins.
4- The big picture: On defining the big picture, On Sharing the big picture, On moving people around the company, On sending mixed messages, On Connecting with communities outside the company.
5- Open-book management: On taking the emotions out of the business, On being the least-cost producer, On the fear of competitors, On the fear of employees, On sharing compensation figures.
6- Setting Standards: On critical numbers, On the purpose of standard costs, On setting up a standard cost system, On absorbing overhead.
7- Skip the praise - give us the raise: On designing the bonus program, On the effectiveness of the bonus program, On the size of the potential bonuses, On the issue of equal payouts, On educating with bonuses.
8- Coming up with the game plan: On budgets and game plans, On the sales forecast, On getting people to buy in, On changing the plan as the year goes along.
9- The great huddle: On staff meetings, On putting names on the numbers, On the timing of meetings, On the role of the Leader, On writing the numbers down.
10- A company of owners: On equity in general, On long-term thinking, On playing the game in employee-owned companies, On playing the game without the equity tool, On participation versus democracy in business.
11- The highest level of thinking: On the cost of health care and other benefits, On creating new opportunities for people, On cash-flow generators and overhead absorbers, On the hunger for ownership.
12- The ultimate higher law: a message to middle managers: On getting your boss to play the game, On playing the game without the boss, On having fun."
A great educative book on management, that promotes openness, transparency and effectiveness!
Below are excerpts from the book that I found particularly insightful:
1- "The only way to be secure is to make money and generate cash. Everything else is a means to that end. Those simple rules apply to every business. And yet, at most companies, people are never told that the survival of the company depends on doing those two things...most important, no one tells people how to make money and generate cash.
2- "People only get beyond work when their motivation is coming from the inside...Management is all about instilling that desire to win. It's about instilling self-esteem and pride, that special glow you get when you know you're a winner. Nobody has to tell you. You just feel it. You know it."
3- "Along the way, we learned some lessons about the kind of games and goals that work best: 1) Business is a team sport - choose games that build a team. 2) Be positive, build confidence. 3) Celebrate every win. 4) It's got to be a game. 5) Give everyone the same set of goals. 6) Don't use goals to tell people everything you want them to do."
4- "I found out that people who had worked in two or more jobs had a whole different attitude about business. Cooperation was great. They were much better at seeing the other guy's perspective. They understood how different functions fit together, how the depended on each other."
5- "The best argument for open-book management is this: the more educated your work force is about the company, the more capable it is of doing the little things required to get better."
6- "When you use financial statements as management tools, you have to adapt to your purposes...How you do that depends entirely on your business, but here are some general rules to follow: 1) Start with the income statement. 2) Highlight the categories where you spend most money. 3) Break down categories into controllable elements. 4) Use the income statement to educate people about the balance sheet."
7- "The real power of the bonus program lies in its ability to educate people about business. Once they understand the math, they see how everything fits together, and how business can be a tool for getting them what they want. And it all does fit together. The system really works. You can't criticize it because it is simply a reflection of reality. You can criticize individuals. You can take people to task for the way they do business. You can go after the ones who are greedy, who only want to help themselves, who exploit other people for personal gain. But the fault lies in those individuals, not in the nature of capitalism."
8- "That's because a company of owners will outperform a company of employees any day of the week..When you think like an owner, you do all the little things necessary to win...But people will only thing like owners if they have a larger purpose, if they are not just working for a paycheck...People have to see the Big Picture. They have to know what they are doing, why it's important, where they are going, and how business is helping them get there. Only then will they have the desire to go out and use the tools you provide and play the Great Game of Business to win."
9- "..."Everyone who comes fishin' here gits the same number of bites. The only difference between thems that catch the fish and thems that don't is preparation and concentration. You gotta make sure your hook is sharp and your line don't have no nicks. Then you gotta watch that line. You pay attention to them little things, and you'll catch all the fish you kin handle." I think of that story whenever I run into people who don't know what to do with their lives because there just aren't enough opportunities around. I also think of it when I hear about companies laying people off because their services aren't needed, because there isn't enough work for them, because the opportunities have all dried up. What a waste. There are opportunities everywhere - opportunities to grow, opportunities to start new businesses, opportunities to create jobs and absorb overhead. Everybody gets the same number of bites. You catch the fish when you're prepared and ready to respond."