Managing Without Management

I don't know whether this book should be called Witch Doctors Part 2 (see Micklethwait's and Wooldridge's book) or vice versa theirs should be called Managing Without 2. Anyway, this book goes further than fingering management consultants as witches, and questions whether boards of directors in command and control organisations are to blame. Perhaps, they buy complex management consultancy to keep themselves occupied, intellectually or worse to make themselves an indispensable fixture as all else changes. How many top people rush into downsize everyone else than themselves? I think that the UK House of Parliament makes an excellent example of an organisation which will protest that it's willing to change anything apart from its top members' privileges. Why on earth does a country the size of the UK need to be governed by 650 + politicians in an era of interactive information? You don't need to be a modern day Guy Fawkes to join our witch doctors club which questions which management consultants and company boards are passionately, relentlessly, creatively worth their meal ticket? Join us to try to sort out the good, the bad and the ugly in the games that turn of the century company leaders - and their court jesters - play with their people and their consistent, boundaryless right to learn... ............................................................................... Chris Macrae, editor of Brand Chartering Handbook & MELNET www.brad.ac.uk/branding/ E-mail me at [email protected]