Is Good Management Luck, Science, or Art?

It’s been a while now since somebody pointed out to me that most of the companies featured in Jim Collins’ 2001 book Good to Great have since fallen back down from Great to mediocre, struggling, or failed. His greats include Fannie Mae, a now-famous disaster; Gillette, which no longer exists as an independent company; Circuit City, which failed a couple of years ago; … and some others that are just not great anymore.

So was Collins wrong? No, it’s a good book, well researched, full of wisdom. But it can’t be taken literally. It’s stories, not fact. It’s about some specific companies, in their specific situations. You can’t just translate some other situation into your own, without digesting.

I’ve been thinking about this since I read Dan McCarthy’s Great Leadership: Management Best Practices or Just an Illusion? post on this topic from a week or so ago. He lists several successful and widely respected management books that cite examples that didn’t last. Not just Jim Collins’ book, but what he calls a genre, business success studies, including In Search of Excellence, Good to Great mentioned above, Breakthrough Company, What Really Works, Stall Points, and others. He cites a study by Deloitte called A Random Search for Excellence, in which researchers report that companies’ sustained high performance may simply be luck.

I don’t think you can take management out of context and make generalizations easily. I agree with McCarthy that these studies are valuable as stories, almost like fables, that give you useful ideas. Study examples, fit them into a framework, and draw conclusions. These stories are valuable as food for thought, but dangerous when they become crystallized and inflexible. One company’s great management is another company’s fatal flaw. Management is more art than science.

One thought on “Is Good Management Luck, Science, or Art?

  1. What I have seen and experienced in real life is that management is an art and a luck. As the author points out , many strategic decisions and some successes out of them are context sensitive and cannot be generalized. For instance , what is a success story for a pizza company cannot be copied to a car company, even though underlying process groups and knowledge areas are the same. The same solution may not work for another entity in the same industry.
    As a result , certain decisions made or not made at specific points of time or situations may make or mar any business entity. That moment of successive decision making is more of luck than of art and rather there is very little science that can create a success.
    Naraayanan.P.V

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