From the Ground Up: Six Principles for Building the New Logic Corporation

Citation

Holyoak, L. (2001), "From the Ground Up: Six Principles for Building the New Logic Corporation", Leadership & Organization Development Journal, Vol. 22 No. 8, pp. 402-404. https://doi.org/10.1108/lodj.2001.22.8.402.2

When first given this book to review, I must admit that my heart sank: not another guide to fixing organisations!However, I must admit to being impressed by this volume, both in the breadth and depth of its coverage, and the coherence and integration of the approach which is being proposed.

The introduction covers the usual ground: why some organisations are not effective, even if they have been successful in the recent past. However, what is made clear is that tweaking one aspect of the organisation (a quick fix lifted from whatever source) will not be sufficient, and that a new and all‐encompassing approach is needed: the New Logic.

Part one paves the way by first of all examining six Old Logic principles which have guided organisations in the past, and putting forward their New Logic counterparts. None of the principles is revolutionary, but what is an innovation is presenting them together and emphasising the need to address all of them simultaneously. A further chapter is devoted to the “Star Model” of the five key elements of organisations, which are described and then complemented by a discussion of other aspects of organisations not in the model. This model is the framework for the majority of the rest of the book.

Part two deals with two of the elements of the star model (strategy and structure) over five chapters. Each chapter (in this and part three) is prefaced by two relevant New Logic principles, which helps to reinforce the idea that any one principle has an impact on a number of issues. The first chapter deals with strategy and the move away from strategic planning to mission and value statements. Two chapters examine organisational design (both architectural and metaphorical) and propose four designs which fit with the New Logic. The final two chapters in this part look at factors which are closer to work as it affects the individual employee: work design and team working.

The third part of the book deals with the other three elements of the Star Model, namely rewards, processes and people. Single chapters deal with human resources, reward systems and communication and measurement. Once again, the material is well‐presented with useful examples and clear links with other chapters.

The final part moves away from the nitty‐gritty of the New Logic, to examine wider implications, such as organisational change and New Logic’s impact on career management, the role of unions and society as a whole.

This brief description of the content cannot really do justice to this well thought out text. The book benefits from end of chapter summaries and signposting (as well pointing out links within the main body of the chapter). No time is wasted on pretty, but fairly irrelevant figures, leaving the reader with plenty of real material to get to grips with. On the minus side, the focus is virtually entirely on the state of play in the USA, though there is much that is relevant to the reader working elsewhere. Overall, a worthwhile read, which will reward those who have the time to digest it and hopefully apply their new knowledge.