Adizesa corporate lifecycle management download pdf. Itzhak adizes - corporate lifecycle management

Corporate lifecycle management

Reviews of the book "Corporate Lifecycle Management" and the methodology of Yitzhak K. Adizes

The life cycle theory is the basic, constructive part of the "Adizes methodology". It is superimposed on an analysis of the personal qualities that a leader should have. As a result of the synthesis, we get brilliant practical recommendations for improving management.

S. P. Myasoedov. Rector of the Institute of Business and Business Administration of the Academy of National Economy under the Government of the Russian Federation

Itzhak Adizes is the Charles Darwin of corporate evolution. He clearly and visually showed what forces drive a business at different stages of its life cycle. Without understanding these dynamics, there can be no question of any effective impact on the enterprise.

Monroe Price, Dean of the Benjamin Cardoso School of Law at Yeshiva University

In three years, our operating profit has grown from 630 million to over one billion, and all thanks to I. Adizes.

Eyvind Krokmo, President of AdgerEnergi, Norway

I am a "techie", and I solve most of the tasks from the standpoint of an engineering approach. Therefore, I believe that in order to understand the management process, it is best to simplify this process. So, no one has yet been able to do this as clearly and distinctly as Yitzhak Adizes, one of my teachers, a true genius in the field of management theory.

Peter W. Schultz, CEO of Porsche A. G.

Dr. Adizes, as usual, hit the mark. The vast majority of company leaders will see themselves, their managers and their organizations in this book, visually presented and "disassembled" to the smallest detail. Read this book and you can avoid many mistakes.

Ricardo Salinas, CEO of Television Azteka. Mexico

Your methodology turns out to be very useful in many situations that come up against in the decision-making process, and your approach to this difficult matter is a tool that I am sure many people will apply in their political activities.

David Oddsson, Prime Minister of Iceland

Adizes is one of America's best kept secrets. Discover it for yourself, the sooner you do it, the more profitable it is for you.

Kenneth Blanchard. President of Blanchard Management

SPECIAL FOREWORD by I. ADIZES

Russia is currently going through a complex process of transformation, accompanied by profound changes in all spheres of life. The country is moving from a planned economy to a market economy, and this transition is accompanied by crisis phenomena in political, economic and cultural life at various levels: society, organization, family and individual.

Management methods in Russia are also changing: from command-and-control, inherited from the Soviet Union, to less hierarchical and less rigid - as required by the market economy. In addition, the old managers who adhered to the authoritarian style of leadership are being replaced by the younger ones with more flexible thinking; workers in Russia are trying to adapt to new conditions; and Russian managers are looking for management methods that combine the peculiarities of Russian culture and Western efficiency.

Using the tools provided in this book (this paragraph will be better understood by those who have already read the book), it can be said that transformation is characterized by attempts to weaken (A) and strengthen (E), and these changes affect (I); thus, Russian society is going through a process of disintegration to a certain extent.

I believe that this book will present conceptual tools that can be useful at least to better understand the changes that are taking place, or ultimately to help make these changes more productive and effective and cause minimal disintegration.

Over the past 35 years, working with many companies in more than 50 countries, I have been implementing change management systems that I myself have developed and which I talk about in this book (one of 7 books dedicated to describing my methodology). This book was created based on the experience of working with my clients from around the world, and each paragraph reflects what happened to real people, and what conclusions I drew based on the analysis of their successes and failures. This book has been translated into 30 languages, and the methodology outlined in it is now used in more than 50 countries around the world. Therefore, I am firmly convinced that the material presented in it will be applicable in Russia as well. I sincerely hope that it will equip today's Russian managers with new methods of understanding how and why organizations are changing, as well as management tools to make these changes as calm and effective as possible in order to achieve short-term and long-term success for their companies.

Itzhak Calderon Adizes, PhD Santa Barbara, California

FOREWORD TO THE RUSSIAN EDITION

Dear Reader!

You are holding in your hands a surprisingly interesting and practical book on management. I think I won't be mistaken if I say that it is the best and most complete book, belonging to the pen of the famous "guru" of management theory Dr. Itzhak Adizes. At the same time, it is one of the best management books written over the past two decades. The book in the most complete version sets out the applied management theory, known throughout the world as the "Adizes methodology".

Dr. Adizes is a prolific author. He has written and published two dozen books on business and management, where, based on his methodology, he examined the issues of the life cycle of an organization, leadership, change management, strategy, etc. But that's not all. Every second book of Adizes became a management bestseller, which, you see, does not happen often. His books have been translated into many languages of the world and published in dozens of countries. This put the author's name on a par with the classics of management theory of the first magnitude.

However, even among Adisis's many bestsellers, the book "Corporate Lifecycle Management" that you hold in your hands holds a special place. Why is this so? because this is the only one of his books where the author consistently considers all three main components of his methodology, while demonstrating how this methodology is used in practice to solve the most difficult management problems. And it would not be an exaggeration to say that if Adizes had written and published only this book and nothing else, this would have been enough to go down in the history of management thought forever.

The book has another important difference: it is written in surprisingly accurate language. Even the most difficult moments are explained simply and logically: The author possesses the gift of imaginative thinking and the ability to intrigue and lead the reader, gradually and easily overcoming with him more and more unexpected and mysterious turns of the labyrinth of management thought. On almost every page you come across original management aphorisms, a lot of jokes and apt comparisons. All this makes reading not only useful, but also very exciting.

For the first time, fate brought me together with Dr. Itzhak Calderon Adizes at the international conference of the Association of Business Schools of Central and Eastern Europe (CEEMAN) in Kiev, where he made a presentation on his methodology.

During two decades of active work in Russian business education, I was lucky to listen to almost all the main "gurus" of modern management. If we add to this more than ten years of experience in the leadership of one of the leading business schools in the country and the ability to track in practice the real applicability of the next fashionable concept, you can understand my rather critical attitude towards world authorities in the field of management. Usually I came to meetings with the "guru", having already formed a quite definite opinion about the author from his books, read in Russian translation or in an English-language original. Some of the authors made a strong impression, supplementing with a peculiar manner of presenting material at presentations what had previously been stated in books. After that, they usually wanted to re-read their books, or at least revise again. Most of the others' presentations were disappointing. After their completion, there was some dissatisfaction, a subconscious doubt: "Could a person who looked so bad on stage half an hour or an hour ago really write the books that made him famous?"

Dear Reader!

However, even among the numerous bestsellers of Adizes, the book "Corporate Lifecycle Management", which you hold in your hands, occupies a special place. Why is this so? because this is the only one of his books where the author consistently considers all three main components of his methodology, while demonstrating how this methodology is used in practice to solve the most difficult management problems. And it would not be an exaggeration to say that if Adizes had written and published only this book and nothing else, this would have been enough to go down in the history of management thought forever.

The book has another important difference: it is written in surprisingly accurate language. Even the most difficult points are explained simply and logically. The author has the gift of imaginative thinking and the ability to intrigue and lead the reader, gradually and easily overcoming with him more and more unexpected and mysterious turns of the labyrinth of management thought. On almost every page you come across original management aphorisms, a lot of jokes and apt comparisons. All this makes reading not only useful, but also very exciting.

For the first time, fate brought me together with Dr. Yitzhak Calderon Adizes at the international conference of the Association of Business Schools of Central and Eastern Europe (CEEMAN) in Kiev, where he made a presentation on his methodology.

During two decades of active work in Russian business education, I was lucky to listen to almost all the main "gurus" of modern management. If we add to this more than ten years of experience in the leadership of one of the leading business schools in the country and the ability to track in practice the real applicability of the next fashionable concept, you can understand my rather critical attitude towards world authorities in the field of management. Usually I came to meetings with the "guru", having already formed a quite definite opinion about the author from his books, read in Russian translation or in an English-language original. Some of the authors made a strong impression, supplementing with a peculiar manner of presenting material at presentations what had previously been stated in books. After that, they usually wanted to re-read their books, or at least revise again. Most of the others' presentations were disappointing. After their completion, there was some dissatisfaction, a subconscious doubt: "Could it be that a person who looked so bad on stage half an hour or an hour ago could really write the books that made him famous?"

With Yitzhak Adizes, everything happened exactly the opposite. Although I was quite familiar with the theory of the life cycle of an organization that bears his name from business literature, I had never met the author's books before this meeting and had not read them in the original. Which, however, did not diminish the degree of my critical bias before the start of the presentation.

In order for the reader to feel the atmosphere of the forum, which developed at the time of Dr. Adizes's appearance on the podium, I would like to note that the program of the first day was very eventful. Therefore, at the end of the working day (Adizes's speech was the last), we - deans, rectors, directors of one and a half hundred business schools in Eastern and Western Europe, Asia and America - were pretty tired. It is worth adding to this that a good half of the two hundred conference participants (including the author) were "long-livers" in business education and during their careers had the opportunity to "live" on the podium of Michael Porter, Manfred Ke de Vries, Henry Mintzberg, not to mention about the shockingly shallow tandem Nordstrom - Ridestroll. It was impossible to conquer such a sophisticated, and even tired, audience with a big name. It was required to show real professionalism. And not in a didactically lulling form, as, say, the authors of books about the "balanced scorecard" say, but in the form of a sparkling presentation. Not counting on the fact that this would be so, I deliberately sat closer to the exit so that I could quietly leave the hall. Kiev Khreshchatyk, covered with the red and yellow foliage of Indian summer, was a strong competitor in the struggle for my evening time. However, Dr. Adizes's performance exceeded expectations. With his charisma and enthusiasm, he literally pulled us into the mode of joint analysis of complex management situations, in the search for non-trivial solutions. And his excellent sense of humor (so similar to Odessa humor) made the audience laugh and applaud every five to ten minutes.

Talented scientists and at the same time practicing consultants are always distinguished by their metaphorical speech, the use of vivid comparisons, jokes and humor. These features are widely represented in all articles and books of Dr. Yitzhak Adizes. Answers to questions concerning the most complex problems of management, Adizes formulates so clearly and simply that many of his formulations deserve, in our opinion, to be published in the form of a special collection of management aphorisms.

Paradoxically, until recently, the name of Yitzhak Adizes and his methodology were known in our country only to a narrow group of professionals. There were no translations of his books and articles into Russian. However, the situation seems to be starting to improve. The Adizes theory is becoming more and more popular and even fashionable. Articles about his methodology are published in leading Russian business publications. Translations of books are being prepared. And, in our opinion, it is significant that among the first books of the author published in Russia is his best book: "Lifecycle management of corporations"... Moreover, it is published by one of the best publishing houses in a solid, professionally executed translation, which allows to preserve the harmonious logic, colorful language and sparkling humor of the author.

The book "Corporate Lifecycle Management" consists of three logically interrelated parts, which outlines the key elements of the "Adizes methodology", as well as applications and problem situations ("case study"), combined in the fourth part.

The provisions and conclusions discussed earlier are illustrated and detailed here. As for the first three parts, they represent the classic research triad: analysis - analysis - synthesis. First, the author analyzes in detail the theory of the life cycle - the basic, constructing part of his methodology (two decades ago, it was the theory of the life cycle that brought Adizes worldwide recognition). It is superimposed on an analysis of the personality traits or styles that the leader of a successful organization should have. As a result of the synthesis, we receive brilliant practical recommendations for improving management: considering which management styles should dominate or recede into the shadows at specific stages of the life cycle.

It is worth drawing the reader's attention to the fact that the first and second parts of the methodological triad (the first and second parts of the book, respectively) are practical and instrumental in themselves. They can be used separately, as they are associated with solving problems and problems that face practicing managers on a daily basis. At the same time, it is the third, or integrating, part that carries the greatest practical potential, provides the greatest number of instrumental guidelines. Reading the first or second parts is possible separately, without interconnection with each other (which allowed the author to repeatedly publish them in the form of separate books). This is not the case for the third part. Understanding the third, synthetic or integrating, part of the Adizes theory is impossible without knowledge and understanding of the material of the first and second parts. Without this, its understanding and use in practice is difficult. Let us dwell briefly on the content of the main parts of the book and the elements of the Adizes methodology.

Everyone who has worked in business is well aware that the life cycle of an organization is similar to that of a person. The organization is born in creative and entrepreneurial agony. Experiencing the difficulties and joys of adolescence and youth. Reaches maturity. And then many organizations begin to grow old, decrepit. They are gradually being driven out of the market by young and dynamic competitors. Organizational death follows old age. About which I just want to say: "inevitable."

However, this is where the most intriguing part begins. Unlike the life of people, the life cycle of an organization is not limited to any time period. There are numerous examples of organizations that for decades have been in the heyday and maturity phase, retaining market youth and enthusiasm. Like Dorian Gray, the famous character of Oscar Wilde, these organizations seem to reveal the secret of eternal youth. Their brands have been on the front pages of business magazines and newspapers for decades, if not centuries. Their leaders and owners are becoming a symbol of success in life and a role model for several generations of businessmen, managers and entrepreneurs. How do they do it? After all, it is known that it is easier to climb to the top than to stay on it.

In business, as in the mountains, at the very top it is always cold and uncomfortable. Just look, the unexpected wind of change will blow away into the abyss. This is where the test of character, physical fitness and will to win begins. Success is relaxing. And the test of success, fame, recognition that comes to the company and its management at the stage of flowering and maturity is the most difficult. This is the time when the management of the company, as they say, is being tested for strength. This is a period when it suddenly becomes clear to what extent the previously achieved successes were associated with the strength of the personality of their leader, his strategic and his ability to create and lead a cohesive team, and in which - the result of good luck and a favorable set of circumstances in the market. Many leaders who have experienced euphoria from success and growth in their careers are familiar with this always unexpected “moment of truth” when they have to reevaluate past values and look for new guidelines. When the euphoria of success gives way to a kind of managerial hangover, the development of the company suddenly slows down, the team, which seemed like a team of like-minded people yesterday, begin to shake open and hidden conflicts, yesterday clear prospects disappear in a fog of internal and external problems, etc. And for companies, whose leaders do not understand that it is impossible to stay “at the top” without making regular and fundamental changes, that reaching the flourishing phase is always the beginning of a new stage in the life of an organization, that this new stage is in some ways more difficult and more responsible than the growth phase - for of these companies, growth and prosperity give way to recession. And on the horizon, instead of radiant heights, the frightening prospect of bankruptcy and exit from the game begins to loom.

Eternal management questions: how to raise your business to the radiant pinnacle of success? What phases of development do you need to go through, what difficulties to overcome, what problems to solve in time? And most importantly, how to stay on top? How to sense in advance where inevitable growth problems turn into organizational pathologies, killing entire areas of the company, threatening success? The first part of Adizes's book answers these questions.

A successful manager and leader usually has a special type of intelligence that is different from that of a scientist. This type of intelligence is called emotional. Emotional intelligence means the ability to convince, inspire, and lead. This is a special talent that has become the subject of special research in management theory in recent years. With the light hand of such "gurus" of management theory as John Golon and Manfred Ke de Vries, the development of emotional intelligence is interpreted today as almost the most important for business success. Very often, genius scientists have weak emotional intelligence. The same is true for many, though not all, excellent students. Conversely, people with an intellect insufficient for mastering complex fundamental science, sometimes(although not often) are naturally endowed with remarkable emotional intelligence.

In this regard, I cannot but recall how a representative man in his early thirties approached me at one of the forums of the Russian business community and asked: “Do you remember me? I was your student at MGIMO. " Since before moving to business education, the author of these lines taught political economy in his alma mater for almost 16 years, and then micro- and macroeconomic theory, the question was not surprising. And I politely and habitually replied: “Frankly, no. Sorry. And thank you for remembering me. " But the conversation did not end there. A former student of mine continued: “But I want to remind you that I retaken your Polittek several times and got a C at your graduation Hack. I want you to know you were wrong. After all, now I am the owner and general director of the largest dealer network in Russia for the sale of foreign cars ”. And he handed me his business card.

Any organization goes through the same life cycle as a person: it is born in agony, then childhood, adolescence, maturity come. In fact, people start aging from the moment they are born. The same thing happens with organizations. The only difference between these processes is that the serum of eternal youth has not yet been invented for humans, but for companies it exists. This secret of market youth and enthusiasm was invented by one of the best business thinkers of our time, Yitzhak Adizes. This book is the "bible" of the Adizes method. This is the only book in which the author consistently addresses all three main components of his methodology. In it you will find brilliant practical recommendations for improving management and answers to the questions: why do some companies achieve colossal and sustainable growth, while others age and die? which problems at what stage of development are normal and which are abnormal? how to quickly diagnose and solve management problems? What are the four leadership styles needed to successfully collaborate and lead an organization? The book has been translated into 30 languages.

* * *

The given introductory fragment of the book Corporate Lifecycle Management (I.K.Adizes, 2004) provided by our book partner - the company Liters.

Introduction

In this book, I present the lifecycle theory of organizations and the principles of organizational change that I have developed and applied in practice over the past thirty years. This theory and these principles enable us to distinguish between normal and abnormal organizational problems and to carry out the necessary interventions to ensure that the organization is moving towards Prosperity. They allow us to explain why organizations grow, age and die and what needs to be done about these processes. They describe and analyze the traditional path that organizations take as they grow and the optimal path they should take in order to avoid the typical problems of growth and aging.

What's new in this revised and expanded edition?

This revised edition complements two of my books published since the first edition of Corporate Lifecycles a decade ago: Pursuit of Prime examines how an organization should be run depending on at what stage of the life cycle it is; in “Managing change” (Mastering Change) presents the theoretical underpinnings of the methodology of transformation (treatment) of organizations. Thus, for this revised and revised edition, I did not reuse all the material from the first edition, which is more fully and deeper presented in Striving to Blossom and Managing Change. Interested readers can gain practical skills in therapeutic intervention in special courses organized at the Adizes Graduate School for the Study of Change and Leadership, which was licensed and began its activities immediately after the first edition of this book. This means that this edition contains more descriptive and analytical material; readers who are primarily interested in practical advice should read the two books above.

Another important point. After finishing the first edition of Corporate Lifecycle Management, I realized I had made a mistake. I asked myself, "If the integration of an organization is so important, why is it weak in the growth stages and strong in the aging stages?" Then I could not answer this question. It took me ten years to answer it, and here I present my solution to this dilemma. I realized that while entrepreneurship does drive growth, and scarcity causes aging, integration is the factor that precedes entrepreneurship in predicting the growth or aging of organizations. This factor provides the opportunity for the emergence of a breeding ground for entrepreneurship, and therefore for organizational growth. Integration also enables organizations to treat aging issues more proactively, that is, to start treatment earlier. Since this factor is subtle, it is usually ignored when trying to ensure organizational growth. As a result, organizations find themselves on a typical life cycle path - and face all of its difficulties and problems.

My research has highlighted several additional factors that reinforce or destroy entrepreneurship in organizations. These factors help to better explain the difficulties of growth and the process we call the inevitable aging of organizations.

Once we gain a better understanding of the relationship between growth and aging, we can accelerate the movement of an organization towards Bloom, the most favorable stage of its life cycle, and ensure that it remains in this state for a longer period of time. Ten years ago, it usually took three years to rejuvenate an aging organization, or at the very least, to bring it to prosperity. Now, thanks to new discoveries presented and explained in this publication, we can achieve the same result even for a larger organization in less than a year. In this way, I have established that organizations do not need to go through all the hardships of the growth period described in the first edition of this book. There is an optimal path outlined in this new edition; and although the optimal path creates its own problems, they are preferable to the problems of the typical path, because they bring the organization to flourishing faster and keep it in such a state for a longer period of time. In addition, problems along the way are rarely pathological, that is, they do not threaten the existence of the organization.

In the first edition, only the typical path was described. How you can achieve Blossom faster and without the problems of the typical path, using the so-called optimal path, is a new topic that makes this edition of the book more complete.

Purpose, methodology and organization

This book is intended for consultants and managers responsible for implementing change in organizations.

It is not just a collection of practical examples, but it is not based solely on the results of rigorous statistical analysis. It cannot be considered devoted to the analysis of special literature, although it contains many references to the work of other authors. Rather, this book is a creative account of my thirty years of experience working with organizations, describing their patterns of behavior that I have observed and the methods of their treatment that I have applied. The Adizes Institute, located in Los Angeles, California, has representatives in many countries around the world. All of them were trained at the institute and successfully apply my methodology in practice. Their experiences are also reflected in this edition.

Domino's Pizza is one such well-known company, the history of which is described in Tom Monaghan's book The Pizza Tiger (1). Domino's used our methodology and thanks to this was able to increase its turnover from $ 150 million to $ 1.5 billion in seven years. Another well-known client, Bank of America, whose assets are estimated at $ 120 billion and the number of employees is 90 thousand people that moment has reached the point in its life cycle when its growth has ceased; therefore, the bank used our methodology for its rejuvenation (2).

We also applied the Adizes methodology to help nonprofit organizations such as the Los Angeles City Council for Child Welfare, the world's largest child support organization (3). At the Ministry of Health in Ghana, I helped establish the Department of Health Care Planning, which was considered by the World Health Organization as a model for third world countries (4).

I have advised prime ministers and presidents of countries such as Sweden, Greece, Brazil, Macedonia, Yugoslavia, Israel and El Salvador, using a methodology to explain how government bureaucracy and political machinery should be updated. My partners and I have applied this methodology to address some delicate political issues not known to the general public.

But not all of our clients are large corporations or government agencies. We worked with religious and missionary organizations, television channels. I can say with confidence that the Adizes Institute has repeatedly tested our methodology in a variety of conditions and we can repeat the positive results of its application regardless of the culture, size and technological sophistication of the organization. One of the factors that can influence the effectiveness of the methodology is the CEO of the organization, who must believe in this methodology and ensure positive interaction with the representative of the Adizes Institute, who implements it in practice.

Although this book focuses on corporations, it also points to common characteristics in the development of marital relations, the development and aging of the individual, and the processes of change in civilizations, biological systems, and even in religions. Obviously, such comparisons are necessarily superficial, and I admit I wouldn't be surprised if they turn out to be wrong. But life has taught me that everything in it is interconnected. If we do not see any connection, this is only because we have not yet realized its existence. We must try to break through the veil of isolation. We must try to see the interconnectedness of all things and understand the laws governing this interconnectedness.

I have broken this revised and revised edition of Corporate Lifecycle Management into three parts. Part I focuses on what is happening now. She describes the traditional behavior of organizations along the typical life cycle path - from Courtship to Prosperity and on to aging and death, as well as the normal and abnormal problems that she faces in doing so. Part II - the analytical part of the book - provides tools to help explain why organizations grow and age. Part III summarizes the interventions needed to bring the organization to a flourishing state; the material in this part is supplemented by the content of the books "Striving to flourish" and "Managing change". It also sets out the principles of managing the organization on the optimal - faster - path and describes how the organization behaves along this path. The above description is forcedly short, since we do not have sufficient experience in observing movement along the optimal path. This is the subject of my further research, the results of which I will share with the readers.

I hope my work does not receive the same feedback that a book submitted for review to Samuel Johnson by an aspiring graphomaniac: “Your manuscript is both good and original; but the part that is good is not original, and the part that is original is not good. " Nevertheless, I enjoyed writing this book, and I hope that it will stimulate your own thoughts.

Itzhak Adizes, Ph.D. Santa Barbara, California

Current page: 1 (total of the book has 41 pages) [available passage for reading: 10 pages]

Yitzhak Adizes
Corporate lifecycle management

Ichak Kalderon Adizes

MANAGING CORPORATE LIFECYCLES

ADIZES INSTITUTE PUBLICATIONS

Scientific editors: Dmitry Chichikalyuk, certified consultant of the Russian office of the Adizes Institute, Certified Adizes Symbergetic ™ Consultant, Adizes Institute (USA); Ashot Seferyan, Ph.D. in Sociology, Director of the Executive MBA program at the Institute of Business and Business Administration of the Russian Academy of National Economy and Public Administration (RANEPA) under the President of the Russian Federation

Thank you for your help in the work on the book to Anna Chedia, personal assistant, literary agent Yitzhak Adizes

All rights reserved. No part of the electronic version of this book may be reproduced in any form or by any means, including posting on the Internet and corporate networks, for private and public use without the written permission of the copyright holder.

Legal support of the publishing house is provided by the law firm "Vegas-Lex"

* * *

Foreword from the partner of the publication
When, in the struggle for success, one should not forget about the stage of development of the company

Big success is made up of many planned and considered little things.

V.O. Klyuchevsky

The Stins Coman group of companies regularly supports the publication of the books of Dr. Itzhak Calderon Adizes in Russia, promoting the ideas and methodology of one of the world's experts in the field of improving the efficiency of companies. I am confident that his approaches, which are in great demand in the Russian business environment, will contribute to the success of companies of any level, for which all problems arising at various stages of development will become an opportunity to change for the better.

This is a new book, where Professor Yitzhak Adizes, summarizing his thirty years of experience with organizations, sequentially sets out what forces drive systems at different stages of their life cycle and how business founders, risking their personal lives, selflessly join together an idea, a market, investments and create companies. -monuments that will "outlive their creators."

The life cycles of corporations are not determined by chronological age, and in order to achieve Prosperity, it is not at all necessary, according to the author, “to go through all the difficulties of the period of growth. There is an optimal way. " It is about understanding and accepting that change is permanent and inevitable. “As long as we want something bigger and better, we are developing, accordingly, we have the motivation to change,” the author states. "Changes should be expected, predictable, planned and constantly tested."

At the same time, any change entails problems, and the more successful the organization, the more complex they are. But this is an essential attribute of success. “The fight for success is the fight against problems. Rejoice. Without problems, you would be dead. "

The task of company managers is not only to constantly solve emerging problems, but also to make the right decisions faster than anyone else, taking into account the structure of the organization. It is the structure, according to Dr. I. Adizes, determines the behavior of the organization and determines its strategy.

As the Arabic proverb says, "The devil is in the details", therefore, thinking over the structure of the organization, you need to concretize all aspects. "So that when moving forward, the rear is strengthened and the entire structure does not collapse, the structure of the organization should not be a set of random decisions."

Today, according to the method of Dr. I. Adizes, must be planned taking into account the expected events of tomorrow, which requires creativity and willingness to take risks. Therefore, among the four management roles - Production of results ( P), Administration ( A), Entrepreneurship ( E) and Integration ( I) - the author emphasizes Entrepreneurship, believing that it is it that sustains life in organizations.

Moving the company towards its cherished goal - Prosperity - accelerates the progress towards spirituality. To be functional, that is, effective, an organization must initially determine what it exists for, who it is focused on and what needs it will satisfy. In other words, a sustainable business, according to I. Adizes, is spiritually motivated and socially responsible.

Employees need to know what to expect, feel like they can get things done, and have a personal reason for completing the assignment. "When people believe in what they are doing, they try to work harder and better."

In addition to the extensive analytical part, the book also includes "practical recipes for action." The methodology of Dr. I. Adizes, as he himself calls, is symbergetic, allows you to determine the position of the organization on the life cycle curve and outline a further development strategy. It makes it possible to raise awareness of the relationships within the team. His practical recommendations for improving management will be useful, first of all, to business owners and top managers who, after analyzing the material presented in the book, can try to avoid "surgical intervention" and protect themselves from making a wrong managerial decision that could lead the company to death.

The book provides answers to the questions: why do some companies achieve colossal heyday, while others will sink into oblivion? which growth disorders are normal and which are abnormal? what methods can be used to quickly diagnose and solve management problems?

All in our hands…

Irina Slesareva,

Vice President for Marketing and HR of the Stins Coman Group of Companies

Preface by the author

Management methods in Russia are also changing: from the administrative-command, inherited from the Soviet Union, to less hierarchical and less rigid - as required by the market economy. In addition, the old managers who adhered to the authoritarian style of leadership are being replaced by the younger ones with more flexible thinking; workers in Russia are trying to adapt to new conditions; and Russian managers are looking for management methods that combine the peculiarities of Russian culture and Western efficiency.

Using the tools provided in this book (this paragraph will be better understood by those who have already read the book), it can be said that transformation is characterized by attempts to weaken ( A) and strengthen ( E) and these changes affect ( I); thus, Russian society is going through a process of disintegration to a certain extent.

I believe that this book will provide conceptual tools that can be helpful at least to better understand the changes that are taking place, or ultimately to help make these changes more productive and effective and cause minimal disintegration.

For the past 35 years, working with many companies in more than 50 countries, I have been implementing change management systems that I have developed myself and which I talk about in this book (one of seven books dedicated to describing my methodology). This book was created based on the experience of working with my clients from around the world, and each of its paragraphs reflects what happened to real people, and what conclusions I drew based on the analysis of their successes and failures. This book has been translated into 30 languages, and the methodology outlined in it is now used in more than 50 countries around the world. Therefore, I am firmly convinced that the material presented in it will be applicable in Russia as well. I sincerely hope that it will equip today's Russian managers with new methods of understanding how and why organizations are changing, as well as management tools to make these changes as calm and effective as possible in order to achieve short-term and long-term success for their companies.

Preface to the Russian edition

Dear Reader!

However, even among the many best-selling books of Adizes, the book "Corporate Lifecycle Management", which you hold in your hands, occupies a special place. Why is this so? because this is the only one of his books where the author consistently considers all three main components of his methodology, while demonstrating how this methodology is used in practice to solve the most difficult management problems. And it would not be an exaggeration to say that if Adizes had written and published only this book and nothing else, this would have been enough to go down in the history of management thought forever.

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With Dr. Yitzhak Calderon Adizes 1
Since January 1, 2006, Dr. Itzhak Adizes has been a scientific consultant to the programs of the Institute of Business and Business Administration of the Russian Academy of National Economy and Public Administration under the President of the Russian Federation.

Fate brought me together for the first time at the international conference of the Association of Business Schools of Central and Eastern Europe (CEEMAN) in Kiev, where he made a presentation on his methodology.

During two decades of active work in Russian business education, I was lucky enough to listen to almost all the main "gurus" of modern management. If we add to this more than ten years of experience in the leadership of one of the leading business schools in the country and the ability to track in practice the real applicability of the next fashionable concept, you can understand my rather critical attitude towards world authorities in the field of management. Usually I came to meetings with the "guru", having already formed a quite definite opinion about the author from his books, read in Russian translation or in an English-language original. Some of the authors made a strong impression, supplementing with a peculiar manner of presenting material at presentations what had previously been stated in books. After that, they usually wanted to re-read their books, or at least revise again. Most of the others' presentations were disappointing. After their completion, there was some dissatisfaction, a subconscious doubt: "Could a person who looked so bad on stage half an hour or an hour ago really write the books that made him famous?"

With Yitzhak Adizes, everything happened exactly the opposite. Although I was quite familiar with the theory of the life cycle of an organization that bears his name from business literature, I had not actually met the author's books before this meeting and had not read them in the original. Which, however, did not diminish the degree of my critical bias before the start of the presentation.

Talented scientists and at the same time practicing consultants are always distinguished by their metaphorical speech, the use of vivid comparisons, jokes and humor. These features are widely represented in all the articles and books of Dr. Yitzhak Adizes. Answers to questions concerning the most complex problems of management, Adizes formulates so clearly and simply that many of his formulations deserve, in our opinion, to be published in the form of a special collection of management aphorisms.

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Paradoxically, until recently, the name of Yitzhak Adizes and his methodology were known in our country only to a narrow group of professionals. There were no translations of his books and articles into Russian. However, the situation seems to be starting to improve. The Adizes theory is becoming more and more popular and even fashionable. Articles about his methodology are published in leading Russian business publications. Translations of books are being prepared. And, in our opinion, it is significant that among the first books of the author, published in Russia, is his best book: "Management of the life cycle of corporations." Moreover, it is published by one of the best publishing houses in a solid, professionally executed translation, which allows to preserve the harmonious logic, colorful language and sparkling humor of the author.

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The book "Corporate Lifecycle Management" consists of three logically interrelated parts, which outline the key elements of the "Adizes methodology", as well as applications and problem situations ("case study"), combined in the fourth part.

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However, this is where the most intriguing part begins. Unlike the life of people, the life cycle of an organization is not limited to any time period. There are numerous examples of organizations that for decades have been in the heyday and maturity phase, keeping the market youth and enthusiasm. Like Dorian Gray, the famous character of Oscar Wilde, these organizations seem to reveal the secret of eternal youth. Their brands have been on the front pages of business magazines and newspapers for decades, if not centuries. Their leaders and owners are becoming a symbol of success in life and a role model for several generations of businessmen, managers and entrepreneurs. How do they do it? After all, it is known that it is easier to climb to the top than to stay on it.

In business, as in the mountains, at the very top it is always cold and uncomfortable. Just look, the unexpected wind of change will blow away into the abyss. This is where the test of character, physical fitness and will to win begins. Success is relaxing. And the test of success, fame, recognition that comes to the company and its management at the stage of flowering and maturity is the most difficult. This is the time when the management of the company, as they say, is being tested for strength. This is a period when it suddenly becomes clear to what extent the previously achieved successes were associated with the strength of the personality of their leader, his strategic and his ability to create and lead a cohesive team, and in which - the result of luck and a favorable set of circumstances in the market. Many leaders who have experienced euphoria from success and growth in their careers are familiar with this always unexpectedly emerging "moment of truth" when they have to reevaluate past values and look for new guidelines. When the euphoria of success gives way to a kind of managerial hangover, the development of the company suddenly slows down, the team, which seemed like a team of like-minded people yesterday, begin to shake open and hidden conflicts, yesterday clear prospects disappear in a fog of internal and external problems, etc. And for companies, whose leaders do not understand that it is impossible to stay "at the top" without making regular and fundamental changes, that reaching the flourishing phase is always the beginning of a new stage in the life of an organization, that this new stage is in some ways more difficult and more responsible than the growth phase - for of these companies, growth and prosperity give way to recession. And on the horizon, instead of radiant heights, the frightening prospect of bankruptcy and exit from the game begins to loom.

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In this regard, I cannot but recall how a representative man in his early thirties approached me at one of the forums of the Russian business community and asked: “Do you remember me? I was your student at MGIMO. " Since before switching to business education, the author of these lines taught political economy in his alma mater for almost 16 years, and then micro- and macroeconomic theory, the question was not surprising. And I politely and habitually replied: “Frankly, no. Sorry. And thank you for remembering me. " But the conversation did not end there. A former student of mine continued: “But I want to remind you that I retaken your Polittek several times and got a C at your graduation Hack. I want you to know you were wrong. After all, now I am the owner and general director of the largest dealer network in Russia for the sale of foreign cars ”. And he handed me his business card.

My former student was right and wrong at the same time. Wrong, because, apparently, nature has deprived him of the talent of a theoretical researcher. The concepts of abstract theory were hard for him. And a scientist from him could hardly ever have turned out. I’m right, because poor academic performance in a theoretical and divorced discipline hid from me a talent of another kind, which he undoubtedly possessed - the talent of an organizer and a leader.

Nature strives to observe a certain fairness in the distribution of talents. Singers with strong voices and perfect pitch are rarely capable of ballet. And vice versa. You can count on one hand the brilliant mathematicians who had the gift of an artist or a poet. Or poets who managed to contribute to mathematics or physics. The same is true for such professions as research scientist, teaching consultant, and businessman or manager. The foregoing is noted in the famous aphorism question, which appeared, it seems, already in the period of transition to the market: "If you are so smart, why are you so poor?" Indeed, scientific intelligence is not necessarily complemented by natural business ingenuity and the ability to build relationships with people, to lead people along, that is, emotional intelligence.

However, understanding what emotional intelligence is is much easier than breaking it down into its component parts. What's behind this? What traits should dominate the character of a leader in order for people to believe in him and follow him? What traits should an ideal leader have? The second part of Adizes's book is devoted to the answers to these questions. which examines the four dominants of character or the four leadership styles that are necessary for successful company leadership.

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Your company is growing. This is good news. At the same time, you feel that you are not enough to solve all the problems. Attempts to further condense time no longer yield tangible results. Time for rest, friends and family is kept to a minimum. There are no other reserves. Working with the intensity of the squirrel in the wheel increasingly produces streaks of depressive mood. And what about the deputies? Why don't they solve the issues? Why do you have to intervene and adjust something all the time. Obviously, in the style of management, in yourself and your environment, you need to change something. But it is not clear what.

The described situation is familiar to many firsthand. In our quest for a way out, we turn to management science, trying to figure out how to become the perfect manager and leader. However, reading books does not improve the mood either. From them it turns out that for success a manager must simultaneously possess many qualities:

The ability to constantly take care of the interests of customers and the image of the company, to be ready to work tirelessly in this direction;

To be an excellent administrator, that is, to be able to rationally organize, streamline, systematize the work of subordinates, establish strict and timely financial reporting and control;

Be forward looking, creative and adventurous. That is, to have a strategic vision, an innate sense of innovation, a willingness to take risks, the ability to take extraordinary decisions and a vision of the future;

To be a creator of the principles of a strong corporate culture, a team educator, an experienced anti-crisis manager, a thoughtful integrator father, a charismatic inspirer of teamwork in the name of corporate goals.

However, managers with all the listed qualities do not exist in nature and cannot exist, since these qualities are mutually exclusive and cannot equally dominate in the character of any person. And, therefore, it is pointless to drive yourself into a dead end, trying to embrace the immensity.

And if this is so, then a good manager-leader should not strive to be the best everywhere, but should organize the management team of the company so that all the essential qualities and talents that are necessary for the successful growth of the company are represented in its leadership. There are not so many such basic qualities (they can be called leadership styles, manager characteristics, character dominants or “vitamins of success,” as Adizes calls them). More precisely, there are only four of them. However, according to Adizes, it is their synergistic combination that feeds a growing company, like vitamins - a living organism, ensuring success and development.

Why are there four of these leadership and leadership styles? And what are these styles or what are these “vitamins of success”? For successful management of the company, Yitzhak Adizes argues, the management of the company must possess the following dominants of character, and, therefore, the leadership should have the following four types of leaders: "Manufacturer", "Administrator", "Entrepreneur" and "Integrator".

The first type of leader is the result-oriented "Manufacturer"... He must be responsible for the production of goods and services. His role or leadership style is denoted by the Latin beech "R"- from the English word Producer... For a correct understanding, let us clarify: the result that any company should strive for is high-quality customer satisfaction. If the company meets the needs of the customers, customers come back to the company for products or services over and over again. Clients lead their friends to the company. The market share is growing. It is in tireless work for the benefit of customers that the role of Manufacturer, and the implementation of this function is facilitated by a managerial vitamin or character dominant - "R".

However, in the market it is important not only to meet the needs of the client, but also to do it with minimal costs in order to make a profit. Here are the roles of the Producer already not enough. Customer satisfaction - necessary, but far from sufficient condition for making a profit. It is possible to qualitatively satisfy the needs of customers, spending exorbitant resources on it, more than those spent by competitors. In this case, the client will be satisfied. And the company will go broke.

The problem of optimizing the use of resources is dealt with second type of leader – "Administrator" "A"- from the English word Administrator... The role of the Administrator is to streamline, systematize the company management process, minimize the resources used, and standardize the workflow and procedures. To ensure that, figuratively speaking, you do not have to reinvent the wheel every time you need to go somewhere. It is through the efforts of the Administrator that the bureaucratic order is established in the company: functional responsibilities are prescribed, the procedure for agreeing on the main decisions is developed, the rights and obligations of managers of various ranks are determined.

However, these two roles, ensuring the functioning and competitiveness of the company in the present, have nothing to do with its development, with its adaptation to a rapidly changing business environment, with preparation to meet the future needs of customers. Developing approaches to what awaits the company tomorrow, the ability to behave proactively, to anticipate the development of the market requires a special gift and remarkable creativity. The role associated with the implementation of these functions is played by the third type of leader -"Entrepreneur"... His leadership style is denoted by the letter "E"- from the English word Entrepreneur.

The entrepreneur is the herald and initiator of change. He is constantly future-oriented. The present is boring and uninteresting to him. He is full of ideas and plans with which he ignites those around him. Such people are adored and feared. Especially on Mondays and after long international flights: they had time to be alone with their ideas, to analyze the situation. And they dump a heap of revolutionary ideas on their frightened subordinates, demanding an immediate revision of everything and everyone. And even though these ideas are often green and immature, they call for development. And let the company, because of the Entrepreneur, also remain green, make mistakes and never reach maturity. The phase of maturity, when business is on the road and management procedures become routine, is fraught with unexpected decline.

The fourth type of leader is "Integrator"... This is a leader-leader, creator of values and traditions, creator of corporate culture. His role is one of the most complex and important in managing an organization. In the Adizes methodology, it is indicated by the Latin letter "I"- from the English word Integrator... An integrator is not only and even not so much a good manager as, first of all, a leader. He is the creator of corporate culture, a person who makes the life of the organization meaningful, creates a system of values, norms and principles common for all employees and managers, a single common strategic goal. This person voices the company's mission and convinces everyone that it is possible, necessary and interesting to work together in the name of this mission. Through his activities, organic unity is maintained in the company.

Ichak Kalderon Adizes

MANAGING CORPORATE LIFECYCLES

ADIZES INSTITUTE PUBLICATIONS

Thank you for your help in the work on the book to Anna Chedia, personal assistant, literary agent Yitzhak Adizes

Legal support of the publishing house is provided by the law firm "Vegas-Lex"

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Foreword from the partner of the publication
When, in the struggle for success, one should not forget about the stage of development of the company

Big success is made up of many planned and considered little things.

V.O. Klyuchevsky

All in our hands…

Irina Slesareva,
Vice President for Marketing and HR of the Stins Coman Group of Companies

Preface by the author

Using the tools provided in this book (this paragraph will be better understood by those who have already read the book), it can be said that transformation is characterized by attempts to weaken ( A) and strengthen ( E) and these changes affect ( I); thus, Russian society is going through a process of disintegration to a certain extent.

Preface to the Russian edition

Dear Reader!

* * *

With Yitzhak Adizes, everything happened exactly the opposite. Although I was quite familiar with the theory of the life cycle of an organization that bears his name from business literature, I had not actually met the author's books before this meeting and had not read them in the original. Which, however, did not diminish the degree of my critical bias before the start of the presentation.

Talented scientists and at the same time practicing consultants are always distinguished by their metaphorical speech, the use of vivid comparisons, jokes and humor. These features are widely represented in all the articles and books of Dr. Yitzhak Adizes. Answers to questions concerning the most complex problems of management, Adizes formulates so clearly and simply that many of his formulations deserve, in our opinion, to be published in the form of a special collection of management aphorisms.

* * *

Paradoxically, until recently, the name of Yitzhak Adizes and his methodology were known in our country only to a narrow group of professionals. There were no translations of his books and articles into Russian. However, the situation seems to be starting to improve. The Adizes theory is becoming more and more popular and even fashionable. Articles about his methodology are published in leading Russian business publications. Translations of books are being prepared. And, in our opinion, it is significant that among the first books of the author published in Russia is his best book:. Moreover, it is published by one of the best publishing houses in a solid, professionally executed translation, which allows you to preserve the harmonious logic, colorful language and sparkling humor of the author.

* * *

However, this is where the most intriguing part begins. Unlike the life of people, the life cycle of an organization is not limited to any time period. There are numerous examples of organizations that for decades have been in the heyday and maturity phase, keeping the market youth and enthusiasm. Like Dorian Gray, the famous character of Oscar Wilde, these organizations seem to reveal the secret of eternal youth. Their brands have been on the front pages of business magazines and newspapers for decades, if not centuries. Their leaders and owners are becoming a symbol of success in life and a role model for several generations of businessmen, managers and entrepreneurs. How do they do it? After all, it is known that it is easier to climb to the top than to stay on it.

In business, as in the mountains, at the very top it is always cold and uncomfortable. Just look, the unexpected wind of change will blow away into the abyss. This is where the test of character, physical fitness and will to win begins. Success is relaxing. And the test of success, fame, recognition that comes to the company and its management at the stage of flowering and maturity is the most difficult. This is the time when the management of the company, as they say, is being tested for strength. This is a period when it suddenly becomes clear to what extent the previously achieved successes were associated with the strength of the personality of their leader, his strategic and his ability to create and lead a cohesive team, and in which - the result of luck and a favorable set of circumstances in the market. Many leaders who have experienced euphoria from success and growth in their careers are familiar with this always unexpectedly emerging "moment of truth" when they have to reevaluate past values and look for new guidelines. When the euphoria of success gives way to a kind of managerial hangover, the development of the company suddenly slows down, the team, which seemed like a team of like-minded people yesterday, begin to shake open and hidden conflicts, yesterday clear prospects disappear in a fog of internal and external problems, etc. And for companies, whose leaders do not understand that it is impossible to stay "at the top" without making regular and fundamental changes, that reaching the flourishing phase is always the beginning of a new stage in the life of an organization, that this new stage is in some ways more difficult and more responsible than the growth phase - for of these companies, growth and prosperity give way to recession. And on the horizon, instead of radiant heights, the frightening prospect of bankruptcy and exit from the game begins to loom.

* * *

In this regard, I cannot but recall how a representative man in his early thirties approached me at one of the forums of the Russian business community and asked: “Do you remember me? I was your student at MGIMO. " Since before switching to business education, the author of these lines taught political economy in his alma mater for almost 16 years, and then micro- and macroeconomic theory, the question was not surprising. And I politely and habitually replied: “Frankly, no. Sorry. And thank you for remembering me. " But the conversation did not end there. A former student of mine continued: “But I want to remind you that I retaken your Polittek several times and got a C at your graduation Hack. I want you to know you were wrong. After all, now I am the owner and general director of the largest dealer network in Russia for the sale of foreign cars ”. And he handed me his business card.

* * *

The ability to constantly take care of the interests of customers and the image of the company, to be ready to work tirelessly in this direction;

To be an excellent administrator, that is, to be able to rationally organize, streamline, systematize the work of subordinates, establish strict and timely financial reporting and control;

Since January 1, 2006, Dr. Itzhak Adizes has been a scientific consultant to the programs of the Institute of Business and Business Administration of the Russian Academy of National Economy and Public Administration under the President of the Russian Federation.

Adizesa corporate lifecycle management download pdf. Itzhak adizes - corporate lifecycle management

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Yitzhak Adizes Corporate lifecycle management

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Foreword from the partner of the publication When, in the struggle for success, one should not forget about the stage of development of the company

Preface by the author

Preface to the Russian edition

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Foreword from the partner of the publication When, in the struggle for success, one should not forget about the stage of development of the company

Preface by the author

Preface to the Russian edition

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More on the topic of the article:

Yitzhak Adizes
Corporate lifecycle management

Foreword from the partner of the publication
When, in the struggle for success, one should not forget about the stage of development of the company

Foreword from the partner of the publication
When, in the struggle for success, one should not forget about the stage of development of the company