Recommendation: "The Best Management Textbook of My Life" _ Tadashi Yanai, Chairman of Uniqlo
Preface: The greatest achievements in history are accomplished by ordinary people_ Harold Janine

G-theory
How to manage?
One company, two organizations
Managers must manage
Leadership
Manager's desk
arrogant manager
number
M&A and Growth
entrepreneurship
council
One thing that concerns me
Conclusion
Review: The Veiled Manager, Janine _Alvin Moscow

A book on the shelf at a local bookstore changed everything for Uniqlo.
A man entered a small neighborhood bookstore in Yamaguchi Prefecture, Japan.
He was wandering around the economics and management corner when he picked up an unfamiliar book from the bookshelf.
Before reading this book, I was just an ordinary neighborhood clothing store owner.
But when he finished reading the book, a lot had changed.
He realized that something had changed inside him.

“The management I’ve done so far has been wrong! My management has been clumsy.
This is what management is all about!”

At that time, Tadashi Yanai was just the owner of a local clothing store.
But after reading a book he picked up by chance, his life changed 180 degrees.
Soon, the company name was changed to 'Fast Retailing' and the company began building the Uniqlo empire.

The book that taught Tadashi Yanai the essence of management is Harold Janine's "Managing."

Who is Harold Janine?
There is an expression that is used like an idiom when citing examples of great managers in the United States.
“Lee Iacocca of Ford, Jack Welch of GE, and Harold Janine of ITT.”

There are people who don't need any other adjectives.
The same goes for Herald Janine.
Harold Geneen (1910-1997), a name unfamiliar to us, was a master of management who caused a stir in the American business world in the 1960s and 1970s and turned ITT, a failing company, into a global conglomerate.
At that time, the American business world was divided into pre-Jenin and post-Jenin.


Harold Janine first came to industry attention as a vice president at Raytheon before becoming CEO of ITT.
When Janine left Raytheon in 1959, Raytheon's stock price plummeted, while ITT's stock soared.
In the American stock market, Harold Janine's moves were treated as more important information than those of Raytheon or ITT.
Harold Janine began achieving results as soon as he took over as head of ITT, as if he were born to be CEO.
During his 17-year tenure, he acquired and merged over 350 companies in 80 countries, including Avis Rent-a-Car, Sheraton Hotels, and Hartford Insurance Company, employed 380,000 people, and achieved the unprecedented feat of 58 consecutive quarters of profit growth.
Harold Janine's initial sales at ITT soared from $700 million to $22 billion.
At the time, ITT stock was called a “lockbox stock.”
It meant that shareholders would keep their shares in the vault and never have to look at them again.
The year Janine retired, ITT ranked at the top of the Fortune 500.

Harold Janine's management know-how, introduced for the first time in Korea
This book, "Managing," is an autobiographical management book in which management guru Harold Janine personally reveals his management know-how, a book that has never been introduced in Korea before.
In this book, Janine thoroughly rejects theory and reveals that management is not a science or statistics, but rather an art.
Therefore, it is not something that can be learned or taught in school, and so it is argued that those who aspire to it must learn it on their own through field experience.
He believes that is the essence of management.

Although Janine rejected the theory, he still had one theoretical foundation.
This is a three-sentence piece that transformed Tadashi Yanai, the owner of a local clothing store, into a true business owner.

[Jenin's Three-Sentence Management Course]
The book is read from the first page.
But running a business is the opposite.
That is, start from the end and do everything necessary to reach the final destination without leaving anything behind.

In fact, shortly after taking office at ITT, Janine set a goal of “growing revenue by 10% to 15% annually,” and achieved that goal within 14.5 years, doubling revenue every five years.


However, if we look closely at these three sentences, we can discover the implications of this theory.
He believed that there were numerous problems latent within the company that were hindering the achievement of its goals.
Anyone can set goals, but the important thing is to remove obstacles that prevent them from being achieved.
If these problems are solved, results will be achieved naturally.
It's up to managers to figure this out, says Janine.
And he explains with examples how he himself solved the many problems of ITT.
The true value of this book lies in the insights and solutions he reveals throughout the process.

Janine tells a lot of stories in this book.
It takes people who have never been exposed to management before and guides us into the deep, quiet, yet passionate heart of a company.

He explains his know-how in achieving success through the world's shortest sentences, how he solved organizational problems, how he managed individual business units, how he conducted various meetings, and practical management problems and solutions.
Sometimes, they even offer tips on writing reports and advise management to meet directly with the person in charge.
He also emphasizes leadership as the most important element in corporate management, highlighting the pitfalls of scientific management that managers can easily fall into, and advising, "Don't be that kind of person."
He also tells us that a manager's biggest enemy is himself, and kindly explains how to analyze the numbers in reports.
It also shows how to grow through M&A and provides advice on entrepreneurship and the role of the board of directors.

But all these stories are like the faces of a cube, showing each face but not the cube itself.
At the heart of all these topics, Janine argues that the essence of management, which is often difficult to see on the surface, is not technical.


“The most essential and important thing in management is emotional attitude, that is, mindset.
Managers must keep in mind what their goals are and be prepared to dedicate themselves to achieving them.
At this time, devotion must come from the heart.
This attitude is contagious to those who work with you.
People know that you care not only about the company's goals but also about their own engagement.
This makes people willing to follow him.

These two things, purpose and dedication, are the standards that distinguish managers from non-managers.
In other words, a true manager is someone who has realized that he must manage.”

The final words that former managers leave to their junior managers are thus timeless.

There are many managers in the world, but few actually manage, says Janine.
So, every word he says sends a chill down the spine of the reader.
But this book is somehow warm.
Because management is something human that happens between people.
Janine is a unique manager who possesses both ice and fire.
In this book, you will experience both his hot and cold sides.


Just as Uniqlo Chairman Tadashi Yanai opened his heart and embraced the teachings of this book, I am confident that it will serve as a solid management guide for all managers and aspiring managers in this country who dream of becoming professional CEOs.
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