Review by Publisher's Weekly Review
Former Fortune 100 executive Phelan skewers the mystique of management consultants in this entertaining guide for how not to manage a business. Drawing on her own consulting experiences, she portrays them as providing pre-packaged, unproven theoretical constructs that "substitute for getting people to work together better." Phelan argues convincingly that using statistical models to solve all problems exalts the process of measurement above the goals of improving employee efficiency and performance. Phelan's unpretentious style engages the reader in the unfolding revelation that prevailing business models are wrong. If, as she maintains, the misconceptions propagated by the consulting industry underlie many business problems today, a fresh approach is needed. Readers will be intrigued by her thesis that no principles apply universally, and that companies that hire consultants to think for them are courting doom. Her message that consultants can contribute to "a two-way relationship" offers a hopeful contrast to her earlier warnings. Although Phelan belabors her main points, her caution against relying on "one size fits all" advice rings true. (Jan.) © Copyright PWxyz, LLC. All rights reserved.
Review by Publisher's Weekly Review
