More Than a Motorcycle: The Leadership Journey at Harley-Davidson
Harvard Business Review Press, Sep 18, 2000 - Business & Economics - 278 pages
In the late 1980s, Harley-Davidson beat back an assault by Japanese competitors and engineered a remarkable financial turnaround. But it subsequently faced an even more formidable challenge: maintaining and improving on its success in the absence of an external crisis. To answer this challenge, then-CEO Rich Teerlink, partnering with organizational consultant Lee Ozley, threw out the top-down strategies that had just saved the company and began building a different Harley-one that would be driven not by top management, but by employees at every level. What happened next is the stuff of turnaround legend.
More Than a Motorcycle is the story behind the story of the purposeful transformation of an American icon, as told by the two individuals most deeply involved in that decade-long process. The book chronicles the victories and setbacks along Harley's difficult journey from a traditional "command-and-control" culture to an open, participative learning environment.
Teerlink and Ozley deliver three fundamental messages: people are a company's only sustainable competitive advantage; there is no "quick fix" to effect lasting, beneficial organizational change; and leadership is not a person, but a process to which everyone must contribute. They provide practical, reality-tested prescriptions for critical tasks like developing employee alignment, building structures that support participation, and implementing effective reward programs. Finally, they draw lessons from the Harley experience-lessons about values, trust, and community-that apply broadly to any business.
An against-the-odds story of a business road less traveled, this book encourages today's leaders to look around the next bend-and to give every employee a view of the road from the driver's seat.
What people are saying - Write a review
We haven't found any reviews in the usual places.
Other editions - View all
agreed Awareness Expansion began behaviors beneﬁts Business Process can’t causal loop diagram challenge chapter circle organization colleagues command-and-control commitment communications company’s compensation continuous improvement corporate couldn’t course create Dave decision deﬁned deﬁnition didn’t difﬁcult discussions effective effort employees example Executive Committee experience facility ﬁnancial ﬁnd ﬁrst focus focused goals going Harley Harley-Davidson Harley’s leaders ideas individual inﬂuence involved issues Jeff Bleustein Jim Paterson Joint Vision Process JPIC kind learning manufacturing Max DePree meetings ment Milwaukee Motor Company motorcycle natural work groups needed operating organization’s organizational participants partnership performance Peter Senge plans plant president problem product development reﬂect relationship responsibility Rich Rich’s Ron Hutchinson salaried senior management session shared skills speciﬁc stakeholders strategies structure success talking Teerlink things tion Umbrella union and management values wanted wasn’t what’s
Page iv - —Edward E. Lawler III, Director, Center for Effective Organizations, University of Southern California
Page iii - —Jeffrey Pfeffer, Thomas D. Dee Professor of Organizational Behavior, Stanford Graduate School of Business,