The Hunters and the Hunted: A Non-Linear Solution for Reengineering the Workplace has been written in a very special way through which it communicates to business managers. The reading of this book aims to develop a manager who knows how to ensure a change of strategies which will ensure that the leader remains in an influential position of control. The chapters of this book are that each chapter conveys specific instructions to those who want to stay ahead in business, the chapters respond to the concerns of those who want to reclaim lost glory in the very dynamic business world. This can be done through various business strategies discussed by James Swartz.
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In his book, James Swartz expresses a different view concerning strategies such as decentralization, benchmarking, and reorganization as very important strategies, however; they fail the yardstick for combating actual problems in the real business world. He warns against reliance on these practices.
Through the use of anecdotes, James exposes success stories though the most notable is the interaction between Marcus, a business mogul and two recruits Laura and Lou who are entire of different schools of thought in the business world: Lou, is old school in terms of methodology while Laura is Harvard trained, though without experience. Marcus introduces the two to the business world while showing them the danger of poor corporate mindset and poor strategies. This is the main gist of the first second and third chapters of this business novel. The message that is embedded in this thirty-five chapter book is an instructional means of achieving success and being a leader, not the follower.
James emphasizes the concept of continuous improvement. He argues that: in business, the only most efficient way of ensuring dominance is by registering continuous improvement. As a result, it is difficult for competitors to keep up and in turn, they will opt out which limits competition for the manager. James continues to teach the top leaders, he encourages that every successful comeback has to be based on the patience and tenacity of the hunter and he posits that “faint hearts never shall win the bride.” (1928)
In chapters 9, 10, and 11, he admonishes against quick shortcuts to success which he compares to quicksand which dissipates very fast without any benefits related to the business. He further talks about response to the customers as he says that the customer is to be considered a king by the managers who should develop a response model and a process model through which customer’s concerns are met. The response should be extended to work-in-progress where the manager ought to identify strategies that account for all activities undertaken by the organization.
In chapters 15 to 17, James largely encourages the managers who aspire to become hunters to be able to realize the limits to which they can go while at the same time, there should be means of measuring the continuous improvement. Every manager is advised to avoid practices that do not add value to the organization and at the same time, there should be a feedback system design that is meant to check the response of clients of the organization. The manager should evaluate the cost of the system while comparing it to the vision of the organization which would guide the transformation process. This is outlined in Chapters 20 and 21.
In chapter 28, he gives the story of the small miracle which is linked with chapter 29 where he reminds the managers that before they can become hunters, there is always a test which they must undergo before they learn a lesson on how to be the best hunters and not the hunted. The chapter cautions managers against losing hope in their personal development, he shares that the greatest cost is keeping oneself intact through the whole period with the possibility of losing it all in the process. The main idea is a reminder to managers not to forget their selves as they seek to be the leaders in the business world.
In chapter 32, James examines the mind of the hunter. He argues that the mind of a hunter must always be way ahead of that of the hunted. He further states that the hunter must plan how to outwit the hunted; the hunter must always plan ahead of the hunted to beat the prey. This is a chief attribute that characterized the lives of Lou and Laura. Additionally, he warns that should the prey be ahead of the hunter, the hunter might find fail to redeem himself. In the last two chapters, James explains the market trends, for instance, recession which according to him, every person has to encounter but as James says in chapter 34, there is a finish line which a determined hunter must reach.
This book is a chronology of how one can initiate workable changes that would then promote the efficiency of a leader. This book is, therefore, a must-read for all business leaders who are interested in carving a niche for themselves in the corporate world. The requisite skills are discussed in this business novel that has been hailed as a masterpiece
Swartz, James B. The Hunters and the Hunted: A Non-Linear Solution for Reengineering the Workplace. Portland, Productivity Press, 1994. Print.