Consultant organization, I thought it would be a way to put some perspective / give new insight into what I do. Except that:
- The book class models anyhow, we jump from one topic to another. Example: Chapters "lean / just in time", "6 sigma", "Kaizen" or "Deming" are spread throughout the book, interspersed models on HR issues or marketing. Now these concepts represent a coherent and effective for a Black Belt consultant. The breaking up prevents making logical links between them and that can cause confusion among students.
- Each model is summarized in five pages. The idea is commendable, it is perfect to understand a glance what it is. But as much as it works for the forces of Porter, as it is ridiculous to try to explain the steps and lean Six Sigma in so few pages.
- The book is organized into three parts: strategic models, tactical, operational. But it feels weird to see all the classified ABC approach (which is a sustainable method of management control as a matrix to organize ideas and propose an approach) and the reengineering of processes, approach that responds to a specific need.
- Some chapters left me puzzled, just like on reegineering processes. They explain that it is necessary to clarify the strategy and consolidate the process. Personally when I work on the subject I initially begins by analyzing the existing (the "as is").
In short, I think it can meet the needs of students hurry, but that Wikipedia consultation for each model, though more arid, give them more satisfactory explanations. And it can not meet professional needs, it is much too generic.
