The Enterprise: A Bundle of Energy
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About the Book
The enterprise is a living organism, teeming with parts. Each is a source which
generates a distinct form of energy essential to the enterprise. Each particle
of energy is held in place, moved, transformed, or torn apart by the many other
internal parts. This bundle is animate . . . it appears to have a will of its own.
It grows, changes, reacts, adapts—and disintegrates—with or without planning
or intervention. Management's task is to build cohesive, resilient people and
structures so that the enterprise can become a powerful and continuous force
in the marketplace.
The Enterprise: A Bundle of Energy proposes a broad set of factors which are
highly interdependent and indispensable to a healthy Enterprise. Management
cannot let any of these factors lie unattended for long without Enterprise force
being affected. Successful companies may distinguish themselves in the short
term by focusing on time–based competition, market discipline, or the next
best-selling technique. However, they do not remain successful over decades
unless all parts of the Enterprise are integrated and functioning.
Learning the full scope of the management task—and creating a forceful
enterprise—is complicated. Thus, one of the authors' clients asked them to
summarize everything they had taught him over the years on one page!
The only way to do this seemed to be a formula, The Enterprise Force Value,
which they share with you in this book. However, the authors remind
executives that there are no simple fixes in business. Management is complex,
and even companies that have achieved market dominance must continually
adapt their current structure to fit the changing internal/external climate
to survive.
The concepts presented in this book are based on the authors' combined 75
years in management and consulting to management. Over the past three
decades, their consulting firm—Management Resource Group Inc.—has
developed a comprehensive curriculum for CEOs, their executive managers
and boards of directors.
About the Author
DR. WILLIAM THOMASON is CEO of Management Resource Group Inc., a management consulting firm focusing on Enterprise Architecture. He, with MRG staff, have created and installed advanced enterprise systems. Thomason has built executive management teams for over thirty years by participating in the selection and mentoring of executives. His passion is to build Enterprise wealth of all kinds — not just financial — but an increase in spirit, relationships, knowledge, health, etc. Bill holds an Ed.D. in Psychology from Southwestern Seminary, with additional studies at Vanderbilt University. He received a B. S. in Mechanical Engineering from Auburn University. He completed undergraduate studies in business at Samford University along with attendance at AMA seminars, Conference Board meetings through the years.. He has combined his knowledge with experience and research to create the concepts that fill this book. LINDA BROWN has been Vice President for Strategic Planning Practices at Management Resource Group for the past ten years. She has more than twenty years of expertise in providing strategic marketing services and business planning support for companies in both technology and services industries. She has been responsible for critical tasks such as restructuring, downsizing, and integrating new acquisitions as well as redesigning organizational systems and changing the cultural environment. Linda has an M.B.A. with emphasis in strategic planning from the University of California at Berkeley. She holds a B.A. in philosophy and psychology from Vanderbilt University, Nashville, Tennessee, including two years of study in German at the Universitat Wien in Vienna, Austria. [EDIT] Dr William Thomason and Linda Brown both died of cancer in 2007. At that time, Daniel Brown, Linda's husband, inherited the rights to the book. He is NOT the author. [/EDIT]