For fifteen years the Fortune Group and I have been helping businesses<br > succeed and managers manage£®In that time I ve seen just about every<br > kind of business situation£®And after all these years in the trenches£¬<br > solving real£¬not textbook£¬problems£¬I have discovered that companies<br > fail primarily because managers fail£®And when managers fail it is not<br > because they cannot master numbers£¬but because they try to master<br > people£¬or manipulate them£¬or ignore them£®<br > In a recent Megatrender newsletter£¬John Naisbitt put the issue this<br > way£º<br > Industry¡¯S challenge£ºshifting from managers who tradi-<br > tionaUy(and supposedly)had all the answers and told every¡ª<br > one what to do£¬to managers who act as facilitators£¬as<br > developers of human potential£®Öúr the re£®invented£®info£¬£®£®<br > mation-age corporation of 1985 and beyond，the challenge<br > is retraining managers，not retraining workers£®<br > As demanding a bottom£®1ine manager as Harold Geneen£¬who built<br > ITT from a sleepy little company to one of the great conglomerates£®<br > agrees with this point of view£®In his book Managing，he says this<br > about the art of management£º¡°Leadership is the very heart and soul of<br > business management£®No one really manages a business by shuffling<br > the numbers or rearranging organizational charts or tallying the latest<br >
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