品牌：
基本信息
·出版社：Free Press
·页码：208 页码
·出版日：2005年
·ISBN：9780743269858
·条码：9780743269858
·装帧：精装
内容简介
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Should CEOs act as moral compasses for their companies? Leo Hindery thinks they should. If every CEO did so, then Enron, WorldCom, Adelphia, and Tyco would not have become poster children for greed. They would not have become corporate embarrassments -- living illustrations of all that can go wrong in the corner office.How did these once prestigious companies fall off the ethical cliff? How is it that reputations were destroyed, shareholders lost value, employees (in many cases) lost everything, and, in a few cases, entire companies disappeared? Everyone is pointing fingers, and the new widespread mistrust of public companies may turn out to be more damaging to America's economic future than the billions actually lost in the scandals.Now, one of America's most prominent corporate leaders illuminates the need for more integrity and less greed among executives. In a scathing examination of why leaders have lost their way, Leo Hindery speaks out on the role of the CEO.Does the corporate culturehaveto be driven by greed? Or can youdogood and stillmakegood in the big business world? Leo Hindery, the former CEO and President of companies such as AT&T Broadband, TCI, and the YES Network -- and currently Managing Partner of InterMedia Partners -- forcefully advocates approaching a business career as life's meaningful work, and not merely as a way to accumulate personal wealth. Both fiery and optimistic, Hindery calls upon his fellow executives to conduct themselves with the kind of integrity that used to be commonplace, but now seems all too rare.Holding his moral yardstick up to some of the worst transgressions in recent memory, Hindery tackles the toughest issues of the day head-on:• Why should the ratio of average CEO pay to average employee pay today be 304:1 -- and in some cases, as high as 2,300:1?• What does it mean when 80 percent of all viewed media content is owned by just 5 companies?•Ifoffshoring is good for the global economy, what needs to be done to make it fair?• What should the role of the board of directors be, and whose job is it to take care of employees?With passion, insight, and humor, Hindery reinvigorates the code of business conduct.It Takes a CEOis a corporate handbook for our times -- not for how to get ahead, but for how to lead with integrity, grace, and heart.
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书评
Amazon.com
Rarely do clarion calls sound this loud. Longtime media-industry executive Leo Hindery, who once headed AT&T and several other large companies, now sees plenty of problems in the modern world, in business and out. He uses his new book,It Takes a CEOto issue both his diagnoses of the ills, and proposed cures. With the expansive tone of a politician, Hindery addresses a wide array of issues: inner-city unemployment, lack of health insurance, violence on television, corporate greed, outsourcing, undermotivated young people, and even, in brief stretches, the growing trend towards obesity in Americans.Readers who enjoy reflectiveness and broad perspective in their CEOs will relish Hindery's conversational but unmistakably serious approach. Far from being a conventional memoir of corporate jobs held, boardroom battles won and lost, and shareholder value created,It Takes a CEOclearly focuses on more ambitious goals. Hindery opens his book by declaring his desire to inspire future generations of CEOs, and he returns numerous times to compare his perspectives and experiences as a young businessperson graduating from Stanford's Graduate School of Business to those students coming into the economy today.Hindery strays from the conventional business-book formula; from the very first pages of the book, in other words, Hindery focuses on the dramatic social trends that waste human potential and drain pools of potential consumers and employees. Hindery will raise some readers' eyebrows with his direct, sometimes bracing opinions. In discussing the accounting-manipulation and fraud scandals that rocked corporate America around the turn of the century, he naturally mentions the typical villains, such as leaders at Tyco, Worldcom, Adelphia, and Enron. He also displays his disgust with Wall Street analysts who praised companies publicly while privately disparaging them. Citigroup's Jack Grubman catches a few barbs from Hindery, for example. Interestingly, though, Hindery doesn't stop there. He also castigates Citigroup's current CEO, Sandy Weill, whom many in the business world admire as a consummate dealmaker. Hindery finds Weill's compensation as CEO wildly excessive, and opines that Weill "deserves a lifetime banishment from positions of corporate leadership." Hindery similarly attacks the leadership of well-respected companies such as Cisco and Disney.Perhaps the strongest part ofIt Takes a CEO, though, is that it doesn't stop merely with entertaining opinions and sharply worded broadsides. Hindery also shares his experience with prospective CEOs by offering solutions. On the topic of executive compensation, for example, Hindery offers several measures that he considers wise: a smaller pay spread between CEOs and rank-and-file employees, expensing of employee stock options in profit-and-loss accounting, and elimination of short-term vesting on options. It's this kind of practical advice, and constructive spirit, that makes Hindery's book a valuable one.--Peter Han
From Publishers Weekly
According to Hindery, CEOs are uniquely positioned to save the world from the corrosive effects of airline deregulation, the flight of jobs to China, Wal-Mart's rapaciousness and the lack of national health insurance. Hindery, AT&T Broadband's former CEO and former president of TCI cable (and current recreational race car driver), shows how, in isolated instances, CEOs have solved one of the aforementioned difficulties, specifically noting how Costco's CEO, Jim Sinegal, in contrast to Wal-Mart's leadership, manages to pays the company's employees a living wage, and how discount carrier JetBlue has fostered financial success and both employee and customer satisfaction by upending the traditional airline service model. These cases give Hindery hope that future generations of CEOs will launch "the equivalent of a Marshall Plan to help rescue the U.S. economy and its middle class." Hindery spends most of his time exposing and condemning egregious executive behavior, corporate shenanigans, the perils of offshore outsourcing, the prevalence of gross-out reality television and how, at the end of the earnings period, the employee everyman suffers. His aims are admirable and his perspective is unique, but it's a tough sell that CEOs, not generally seen as champions of the middle class, will be the ones who remedy the societal ills Hindery has in his crosshairs.
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.
FromBooklist
The author is a veteran CEO, and in his latest book, he is out to shake things up in terms of how CEOs think about their jobs--and how the rest of us think about what a CEO's job should be. His words are addressed specifically to other CEOs and also to the general reading public, all of whom, in almost countless ways, are influenced in their private lives by how corporations perform--particularly how CEOs act. In his survey of the specific issues facing the country today, including how power has been concentrated at the top, how unemployment continues to be a "social evil," how health care is in bad shape, and how the country's moral tone is not what he believes it should be (and here, in his discussions about good and bad taste, is where some readers will take umbrage), Hindery explains in impassioned but very clear language how CEOs can make a difference--no, not justcan, butshould. A clarion call that deserves attention.
Brad Hooper
Copyright © American Library Association. All rights reserved
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