A better way of doing business lessons from the John Lewis Partnership 1st Edition by Graeme Salaman, John Storey 0191085604 9780191085604

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ISBN-10 :  0191085604 

ISBN-13 :  9780191085604

Author: Graeme Salaman, John Storey 

This book offers a thoroughly researched and accessibly written account of the John Lewis Partnership. It describes what the JLP is, how it works, and what other businesses can learn from it. The US/UK model of the firm, with its emphasis on shareholder value and its openness to the market in the buying and selling of businesses, is prone to a number of problematic consequences for employees, suppliers, and sometimes share-holders. The JLP represents a contrast to this model – one that has implications beyond the small niche of mutually-owned firms. The JLP has lessons for organizations that are unlikely to move towards the Partnership’s distinctive shared ownership. This book identifies these lessons. The key questions addressed include: how does the JLP work in practice? What is the link between co-ownership, the JLP employment model, and the performance of the businesses? What is the role of management in the success of John Lewis and Waitrose? Are mutuality, co-ownership and business performance at odds? What is the significance of democracy within the JLP? And probably most significantly: what are the implications, for policy-makers and for economic agents of the JLP? This book is based on detailed knowledge of the JLP and its constituent business gathered by the authors over a fifteen year period. Their conclusion: that the JLP is more complex, even more impressive, and more interesting than its admirers realise.

A better way of doing business? : lessons from the John Lewis Partnership 1st Table of contents:

1. The Big Picture
Shareholder Value
The Fetish of the Market
Leadership: the God that Failed
How Managers Stole their Businesses
Summarizing the Problems and the Solutions
The John Lewis Partnership: A Better Way?
2. An Introductory Profile of the John Lewis Partnership
An Outline View
A Brief History
The Customer Proposition
The Partner Proposition: Ownership, Democracy and Benefits
The ‘Critical Side’
The Registrars
Conclusions
3. Lessons from Employee-owned Businesses
The Policy Context
The Variety of Concepts and their Associated Meanings
Employee Ownership: History and Practical Experience
UK Worker Cooperatives of the Early 1970s
Challenges and Controversies
Managing to Counter ‘Degeneration’ in Employee-owned Organizations
Conclusions
4. The Way the Business was Managed: 1990–2009
1990–1999: ‘Stagnation’ to Awakening
2000–2005: The Introduction of Business Planning
2003–2004: The ‘Compete to Win’ Programme and the Launch of the Partner Survey
2005–2009: Revitalizing the Partnership Spirit
2008–2012: Coping with the Financial Crisis
Conclusions
5. The Way the Business was Managed: 2010–2015
New Ambitions, 2010–2014
Further Expansion, 2015–2020
The Growth Imperative?
The Challenges of Growth: Reputational Issues
The Challenges of Growth: Organization, Systems,and Leadership
Growth and Impact on the Partnership
Growth and Who is a Member
Conclusions
6. Reflections on Managers and Managing in the Partnership
The Strategic Objectives of the JLP
Building Capacity
Managing Meaning
Conclusions
7. Governance, Democracy, and Accountability
Previous Assessments of JLP Democracy and Accountability
The Three Governing Authorities
Other Democratic Bodies
The History of Reform
Accountability
Conclusions
8. Conclusions
The Crucial Elements of the Model, Leadership, and How Managers Are Held to Account
The Performance of the JLP Businesses
Managers’ Views of the Nature and Importance of Partner Engagement and Democracy
The Replicability of the JLP Model and the Wider Lessons
Final Considerations and Lessons

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Tags: A better way, doing business, lessons, Lewis Partnership, Graeme Salaman, John Storey