The Fiefdom Syndrome
The Turf Battles That Undermine Careers and Companies - And How to Overcome Them
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- 272pages
- 10 heures de lecture
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Turf battles and territorial “fiefdoms” can undermine organizations more severely than economic downturns or management upheavals. Robert J. Herbold, former COO of Microsoft, identifies this pervasive issue, termed the Fiefdom Syndrome, which has affected major companies like Procter & Gamble, IBM, and Coca-Cola. This syndrome manifests when individuals, groups, or divisions, driven by fear, seek to protect their own interests and status, often at the expense of the organization’s overall effectiveness. Such behavior can lead to insularity, resource hoarding, and a reluctance to collaborate, resulting in increased costs, bureaucracy, and diminished agility. The Fiefdom Syndrome can threaten the very survival of organizations, large or small, profit or nonprofit. Herbold illustrates how these fiefdoms can compromise effectiveness and offers strategies for managers and individuals to dismantle them. Through numerous examples from his experience at Microsoft and other corporations, he provides essential insights for overcoming turf wars, making this work a vital resource for any manager aiming to foster a more cohesive and efficient organizational culture.
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The Fiefdom Syndrome, Robert J. Herbold
- Langue
- Année de publication
- 2004
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- (rigide)
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- Titre
- The Fiefdom Syndrome
- Sous-titre
- The Turf Battles That Undermine Careers and Companies - And How to Overcome Them
- Langue
- Anglais
- Auteurs
- Robert J. Herbold
- Éditeur
- Doubleday Business
- Publié
- 2004
- Format
- rigide
- Pages
- 272
- ISBN10
- 0385510675
- ISBN13
- 9780385510677
- Séries
- Mots clés
- Nonfiction, Commerce, Affaires & Gestion, Économie, États-Unis, Culture d'entreprise
- Évaluation
- 3,4 sur 5
- Description
- Turf battles and territorial “fiefdoms” can undermine organizations more severely than economic downturns or management upheavals. Robert J. Herbold, former COO of Microsoft, identifies this pervasive issue, termed the Fiefdom Syndrome, which has affected major companies like Procter & Gamble, IBM, and Coca-Cola. This syndrome manifests when individuals, groups, or divisions, driven by fear, seek to protect their own interests and status, often at the expense of the organization’s overall effectiveness. Such behavior can lead to insularity, resource hoarding, and a reluctance to collaborate, resulting in increased costs, bureaucracy, and diminished agility. The Fiefdom Syndrome can threaten the very survival of organizations, large or small, profit or nonprofit. Herbold illustrates how these fiefdoms can compromise effectiveness and offers strategies for managers and individuals to dismantle them. Through numerous examples from his experience at Microsoft and other corporations, he provides essential insights for overcoming turf wars, making this work a vital resource for any manager aiming to foster a more cohesive and efficient organizational culture.