In this book I argue that management is the most important resource in any business.

 

From the model of a business, defined in this book, it is clear that management controls and directs the total business and therefore we can conclude that, when a business is underperforming, it is almost always because management does not perform its task correctly. This is therefore also the reason why it is common practice to dismiss the CEO when a business is underperforming

 

Since I am convinced that the model in this book defines the task of management in full, it means that, when a business is underperforming, it can only be because one of the functions, described in this book is not performed correctly by management.

 

When you are sick, you do not simply use the medicine of which you have recently heard or are aware of – you first visit a doctor so that he can diagnose your illness and then you use the medicine developed for that ailment.

 

The same principle applies in management. If your business is underperforming, the first task is to identify what is wrong or more correctly to identify which management function is not performed correctly. Once you know which function is causing the underperformance, you can decide what must be done to improve it.

 

I believe that any manager, that truly understands the business model described in this book, will be able to identify the constraining management function in his/her business. Once you know the constraining function, you can correct it, using the principles described in this book or by implementing an appropriate business improvement system.