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Great Toys (Fiction)

Two books that tell the story, of Steve, the CEO of the family business "Great Toys." A business where the pursuit of profit "at all costs" has seriously damaged the company culture. NO new product in the pipeline. Unhappy customers, Disappearing suppliers. Declining reputation and discontent in the community.

Book 1 "No Fun at Great Toys."

In book 1 we meet Steve who has been asked to return as CEO of the family business after his brother dies suddenly. He finds a business that tried to survive on its reputation but became out of touch with all its key stakeholders.

Steve's task in this book is to understand what has gone wrong and determine what short term and loner term actions need to be taken to restore the business to health.

Book 2 "Fun Returns to Great Toys."

In book 2, Steve has started the process of turning the family business around. Short term action is underway to buy time and survival. Longer term actions have been started. Central to Steve's actions is the involvement and engagement of his workforce, customers and suppliers. As the book moves forward we see how Steve steers the business through continuing challenges including improving both his own management team and his advisory board.


Why these two books?

Improving organizational culture is a critical strategic focus for any business. Often text books are not enough. This approach of laying out an organizations cultural renewal, was inspired firstly by "The Goal" by Eli Goldratt - a "must read" text for managers some years ago. Also by "The Phoenix Project" by Gene Kim, Kevin Behr and George Spafford, that more recently takes the same approach to story telling to deal with business challenges, in particular in the IT area.