Almost one in four American working adults has a job that pays less than a living wage. Conventional wisdom says that’s how the world has to work. Bad jobs with low wages, minimal benefits, little training, and chaotic schedules are the only way companies can keep costs down and prices low. If companies were to offer better jobs, customers would have to pay more or companies would have to make less. But in The Good Jobs Strategy, Zeynep Ton, a professor at the MIT Sloan School of Management, makes the compelling case that even in low-cost settings, leaving employees behind - with bad jobs - is a choice, not a necessity. Drawing on more than a decade of research, Ton shows how operational excellence enables companies to offer the lowest prices to customers while ensuring good jobs for their employees and superior results for their investors. Ton describes the elements of the good jobs strategy in a variety of successful companies around the world, including Southwest Airlines, UPS, Toyota, Zappos, and In-N-Out Burger. She focuses on four model retailers - Costco, Mercadona, Trader Joe's, and QuikTrip - to demonstrate the good jobs strategy at work and reveals four choices that have transformed these companies' high investment in workers into lower costs, higher profits, and greater customer satisfaction.
Full of surprising, counterintuitive insights, the audiobook answers questions such as: How can offering fewer products increase customer satisfaction? Why would having more employees than you need reduce costs and boost profits? How can companies simultaneously standardize work and empower employees? The Good Jobs Strategy outlines an invaluable blueprint for any organization that wants to pursue a sustainable competitive strategy in which everyone - employees, customers, and investors - wins.
©2014 Zeynep Ton (P)2013 Brilliance Audio, all rights reserved.
Addicted to audible. One the best things that happened to me
I loved this book all the way. When I read its reviews, when I started listening and when I finished it. As an operations professional, I cannot stress the amount of knowledge it added to me. The numerous examples provided are more than adequate to explain the theory behind.
For me personally, my take on it would be the focus on retail business which is not my line. It would have been great if it tackled a number of disciplines, yet this is the focus of the book and it is meant to be like this.
Audible obsessed lifelong learner.
Talks about how to use operations management strategies to turn the usual focus on cutting labor thin to bleed out profits to over staffing to build a happy, healthy, fully engaged work force that will drive profit growth.
A greater understanding is what I seek. With this I hope to enrich my knowledge of life and my legacy. Why Dad?Well here's a head start son
Yes. Good back ground and versed in multicultural ethics and practice.
Toyota factory walk through was great.
Over all enlightening
It made me aware of how we as society with proper steps, strong management, and implementation of the Good jobs Strategy can improve our lives. Everyone would benefit from this.
At times some topics seemed repetitive. I would point out with all the variations, strategy's, and multitude of examples this was hard to avoid. She did a good job of putting it all together. I enjoyed the narration as well.
Its is sound business. I you take good care of your people they take good care of your customers. As Stu Lenard said " marketing is a surrogate for poor customer service.
Software engineer and avid, lifetime student. I like deep, thoughtful non-fiction, and fiction that compliments and enriches it.
A harvard business professor and researcher provides the reader with the whole picture - narrative, statistics, and theory, for fully grasping what we've all been sensing but often not quite being able to explain or convince those who really need to hear the message:
- managers and executives cannot lead successfully by merely reacting to P&L spreadsheets
- successful organizations do not choose between tech solutions or well-defined processes and employee empowerment - they integrate them all, OR ELSE....!
- the old Toyota efficiency story isn't just a recipe for setting up operations - but also setting up processes (and expectations) to continually improve processes and operations
- cutting staff or hours or benefits to rescue declining profits is just as likely the path to operational incompetence and strategic failure of the enterprise. A wise leader understands the need to consider - and maybe even experiment - to determine whether a lack of operational discipline is cause by overpaid employees, or if rising costs (and the pressure to cut employee benefits) are caused by incomplete and/or unrealistic policies - and employees that are constrained from fixing them....
A highly recommended read!
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