By Donald R. Keough
From Publishers Weekly A former president of the Coca-Cola corporation, Keough has assembled an enviable Rolodex in his eighty one years, and his publication counts invoice Gates, Jack Welch and Warren Buffett between its champions. His classes draw upon his lengthy and sundry career—from his early days as a philosophy significant to his first activity as a television activities announcer and employment at Butternut espresso and Coca-Cola—and include an inventory of tongue-in-cheek principles sure to make the follower a real loser in enterprise: from hand over taking hazards and be rigid to do not take time to imagine and be frightened of the long run. Keough helps his commandments with tales of industrial errors and screw ups, either his own—the roll-out of latest Coke, for example—and these of others—namely, Schlitz beer and IBM. whereas the author's transparent and inspiring tone and renown in the enterprise neighborhood will most likely garner his attempt exposure, the unoriginality of the material—all normal business-book fare easily phrased within the negative—keeps this well-meaning booklet from status out or supplying unique suggestion to enterprise leaders available in the market for a bit self-improvement. *(Aug.)* "" Copyright © Reed enterprise details, a department of Reed Elsevier Inc. All rights reserved." From Booklist Keough, a distinguished company government, bargains a point of view on failure that's in particular appropriate to leaders who've attained a point of luck. With a foreword by means of his longtime pal and affiliate Warren Buffett, the well known investor, the writer offers a bankruptcy on each one of his 10 commandments for failure and provides an advantage bankruptcy approximately how wasting ardour for paintings and for all times is a definite path to disaster. His failure commandments contain cease taking dangers; be rigid; isolate your self; suppose infallibility; play the sport with reference to the foul line (which deals thoughtful commentary on ethics); don’t take time to imagine; placed your whole religion in outdoors experts; love your forms; ship combined messages; and be scared of the longer term. Keough’s booklet is wealthy with examples of failure, and he offers recommendation on the way to get over error whereas studying from them and relocating forward. this can be a very good booklet with worthwhile perception for company executives and people meaning to company management. --Mary Whaley
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Extra resources for 10 Commandments for Business Failure
Filled with telling anecdotes from his years at Coca-Cola, this book is a sustained argument against managerial conceit and complacency. ’ Rupert Murdoch, chairman and CEO, News Corporation ‘I would rather listen to Don Keough on almost any subject – his empathetic wit and wisdom are a cure-all for what ails on any day. ’ Barry Diller, chairman and CEO, IAC, and chairman, Expedia, Inc. ‘Don Keough, with his sixty years of business experience, is well equipped to comment about business leadership.
A sociology professor who had spent his entire academic life studying leadership once said that he had followed the careers of nearly two thousand students who had gone through his classes, and after all this research he had arrived at the conclusion that the only way to identify a leader is to look behind the person to see if anybody is following him or her. So when I was asked to talk about how to win, my response was I couldn’t do that. What I could do, however, was to talk about how to lose and I offered a guarantee that anyone who followed my formula would be a highly successful loser.
By the late 1990s, Xerox had lost its leadership in copiers and was posting losses and announcing large layoffs. In 2002 the SEC charged the firm with accounting irregularities and several of its executives with securities fraud. As of this writing, however, Xerox is still with us, reinventing itself under new management. Here we have a proud company, built on technological innovation, so swept up in its success with one kind of product that it completely failed to take a risk on new opportunities springing up within its own ranks, albeit on the other side of the continent.