By Crainer Stuart Dearlove Des
Stuart Crainer and Des Dearlove dig deep into the highly profitable yet nonetheless mysterious global of industrial faculties and ask no matter if the goals they motivate and careers they release justify the thousands of cash businesses and members spend. to color a whole photo of a marketplace which in 20 years has accelerated from being a backwater of academia to a glamorous international woth billions of bucks the authors have assempled many hours of interviews with the folk who run, use, paintings for and despise company colleges. Authors Crainer and Dearlove show that company faculties as they stand are fatally incorrect. until they cope with it and quickly the associations that rode the schooling bandwagon so successfully within the overdue 20th century should be shunted right into a siding first and foremost of the twenty-first.
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Extra resources for Gravy Training: Inside the Shadowy World of Business Schools
In reality, business schools are much more geared towards developing intrapreneurs — managers who are good at working within the structures and career frameworks of large corporations — than entrepreneurs. The one area where they excel at starting their own firms is in the field of management consultancy — and the value such firms add to the economy is debatable. Of course, there are exceptions and business schools are increasingly adding entrepreneurial-based programs to their more standard fodder.
From what had seemed unassailable strategic positions, many found themselves staring into the abyss. Throughout the 1980s and early 1990s, once mighty companies were forced to come down from the strategy mountain and engage in a humbling new pursuit called downsizing. GRAVY TRAINING 38 In his 1994 book The Rise and Fall of Strategic Planning, Henry Mintzberg seemed to sound the death knell of business strategists. ) Strategy, said Mintzberg, cannot be planned but must emerge by “synthesis” from changes taking place inside and outside the company.
Whether they are actually learning the right thing in the right way at the best time is another matter entirely. BROKEN PROMISES? 29 To a large extent, the argument about whether managers are more effective has become buried beneath one undoubtedly exceptional aspect of business school performance: few other academic qualifications have done so much for the earning power and career prospects of its graduates. Business schools have done alright by their graduates. Their affect on corporate and national performance is difficult, if not impossible, to gauge, but they have boosted the salaries of countless thousands of executives.