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More Than a Motorcycle: The Leadership Journey at Harley-Davidson | 
 enlarge | Authors: Rich Teerlink, Lee Ozley
Publisher: Harvard Business School Press
Category: Book
List Price: $35.00
Buy Used: $5.85
You Save: $29.15 (83%)
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Rating:  12 reviews
Sales Rank: 98588
Media: Hardcover
Pages: 278
Number Of Items: 1
Shipping Weight (lbs): 1.4
Dimensions (in): 9.3 x 5.9 x 1.1
ISBN: 0875849504
Dewey Decimal Number: 338.762922750973
EAN: 9780875849508
ASIN: 0875849504
Publication Date: August 2000
Availability: Usually ships in 1-2 business days
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Condition: Used. Small Tear on Inside Front Cover(Taped). SKU:15289094 All orders shipped within 24 hours. 14 day money back guarantee
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Product Description
In the late 1980s, Harley-Davidson beat back an assault by Japanese competitors and engineered a remarkable financial turnaround. But it subsequently faced an even more formidable challenge: maintaining and improving on its success in the absence of an external crisis. To answer this challenge, then-CEO Rich Teerlink, partnering with organizational consultant Lee Ozley, threw out the top-down strategies that had just saved the company and began building a different Harley-one that would be driven not by top management, but by employees at every level. What happened next is the stuff of turnaround legend.
More Than a Motorcycle is the story behind the story of the purposeful transformation of an American icon, as told by the two individuals most deeply involved in that decade-long process. The book chronicles the victories and setbacks along Harley's difficult journey from a traditional "command-and-control" culture to an open, participative learning environment.
Teerlink and Ozley deliver three fundamental messages: people are a company's only sustainable competitive advantage; there is no "quick fix" to effect lasting, beneficial organizational change; and leadership is not a person, but a process to which everyone must contribute. They provide practical, reality-tested prescriptions for critical tasks like developing employee alignment, building structures that support participation, and implementing effective reward programs. Finally, they draw lessons from the Harley experience-lessons about values, trust, and community-that apply broadly to any business.
An against-the-odds story of a business road less traveled, this book encourages today's leaders to look around the next bend-and to give every employee a view of the road from the driver's seat.
Rich Teerlink is the retired Chairman and CEO of Harley-Davidson, Inc., and speaks internationally to corporate and educational institutions. Lee Ozley is an organizational consultant and coach. Both are Corporate Fellows at Auburn University's Graduate School of Business.
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More Than a Motorcycle is the story of the purposeful transformation of an American icon. While the business press was celebrating Harley-Davidson's remarkable financial turnaround in the late 1980s, the company's leader, Rich Teerlink, was deeply concerned. He knew that the storied motorcycle maker faced a new and even more formidable challenge: maintaining and improving upon its success in the absence of an external crisis. Partnering with longtime organizational consultant Lee Ozley, Teerlink did something extraordinary: he began building a different Harley. The new Harley would be driven not by its top executives, but by its employees at every level. What happened over the next twelve years is the stuff of turnaround legend. While the media has long celebrated Harley, this candid inside account goes behind the headlines to reveal the highlights and lowlights, the victories and setbacks, and the breakthroughs and dead ends experienced by Teerlink, Ozley, and others as the company engaged in this change effort. Part corporate biography and part memoir of a rare CEO/consultant partnership, the book chronicles Harley's difficult journey from a traditional "command-and-control" culture to an open organization in which employees no longer went along for the ride, but took new levels of responsibility for charting their course.
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| Customer Reviews: Read 7 more reviews...
 Innovative thinking July 15, 2002
michael fogleman (Chapel Hill, NC)
Rich Teerlink, retired CEO of Harley Davidson, and Lee Ozley, organizational consultant, have teamed up and written about Harley Davidson's transformation from a hierarchical command and control organization to what they call a "Circle Organization". The book primarily focuses on Harley's organizational change from 1987 to present. Many aspects of the organization are covered in good to great detail. In order to survive and meet growing demand and increasing global competition, Harley Davidson had to transform itself and undergo a radical process of organizational change. Attributing the traditional command and control structure to the American railroad empires of the nineteenth century, Harley sought to make change and break from this traditional form of an organization. As the authors' state, "This is a book about planting seeds and encouraging other people to nurture the seedlings". This book reads like it was written about a start up company that was an unexpected overnight success. Harley really had to toss out all of their old ideas on organizational operations and start from scratch. What is amazing is how this was done without creating animosity from within the organization.
The authors take you through the proposed and enacted plans that helped transform Harley. The Joint Vision Process was formed so that employees on all levels could share the same goals for where they and Harley wanted to be. Both Rich and Lee believe that the people within an organization have the biggest impact on an organization. They shaped their plans with this as the number one factor and this book gives excellent insight on how they implemented their ideas.
Innovative thinking July 15, 2002
michael fogleman (Chapel Hill, NC)
2 out of 3 found this review helpful
Rich Teerlink, retired CEO of Harley Davidson, and Lee Ozley, organizational consultant, have teamed up and written about Harley Davidson's transformation from a hierarchical command and control organization to what they call a "Circle Organization". The book primarily focuses on Harley's organizational change from 1987 to present. Many aspects of the organization are covered in good to great detail. In order to survive and meet growing demand and increasing global competition, Harley Davidson had to transform itself and undergo a radical process of organizational change. Attributing the traditional command and control structure to the American railroad empires of the nineteenth century, Harley sought to make change and break from this traditional form of an organization. As the authors' state, "This is a book about planting seeds and encouraging other people to nurture the seedlings". This book reads like it was written about a start up company that was an unexpected overnight success. Harley really had to toss out all of their old ideas on organizational operations and start from scratch. What is amazing is how this was done without creating animosity from within the organization.
The authors take you through the proposed and enacted plans that helped transform Harley. The Joint Vision Process was formed so that employees on all levels could share the same goals for where they and Harley wanted to be. Both Rich and Lee believe that the people within an organization have the biggest impact on an organization. They shaped their plans with this as the number one factor and this book gives excellent insight on how they implemented their ideas.
 A great how-to book for OD practitioners February 4, 2002
A. Cheney (The Dutch West Indies)
3 out of 4 found this review helpful
I'm not sure most execs would have the patience to stay with this book, but for change agents, team facilitators, and other large-system OD practitioners, this book contains valuable, comprehensive how-to information.
In true STS style, Ozley (the obvious primary author) does a wonderful job integrating Harley's new systems and methods with the real-folks' feelings and reactions as they go through an extensive organisation and culture change. More Than a Motorcycle could easily be a companion volume to Marvin Weisbord's classic Productive Workplaces, maybe even its sequel.
Great October 22, 2001
Great story whether your a turnaround person or motorcyclist
 Great October 22, 2001
0 out of 5 found this review helpful
Great story whether your a turnaround person or motorcyclist
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