Joy at Work: A Revolutionary Approach to Fun on the Job / Edition 1by Dennis W. Bakke
Pub. Date: 02/21/2005
Imagine a company where people love coming to work and are highly productive on a daily basis. Imagine a company whose top executives, in a quest to create the most "fun" workplace ever, obliterate labor-management divisions and push decision-making responsibility down to the plant floor. Could such a company compete in today's bottom-line corporate world?
Imagine a company where people love coming to work and are highly productive on a daily basis. Imagine a company whose top executives, in a quest to create the most "fun" workplace ever, obliterate labor-management divisions and push decision-making responsibility down to the plant floor. Could such a company compete in today's bottom-line corporate world? Could it even turn a profit?
Well, imagine no more. In Joy at Work, Dennis W. Bakke tells the true story of this extraordinary company-and how, as its co-founder and longtime CEO, he challenged the business establishment with revolutionary ideas that could remake America's organizations. It is the story of AES, whose business model and operating ethos -"let's have fun"-were conceived during a 90-minute car ride from Annapolis, Maryland, to Washington, D.C. In the next two decades, it became a worldwide energy giant with 40,000 employees in 31 countries and revenues of $8.6 billion.
It's a remarkable tale told by a remarkable man: Bakke, a farm boy who was shaped by his religious faith, his years at Harvard Business School, and his experience working for the Federal Energy Administration. He rejects workplace drudgery as a noxious remnant of the Industrial Revolution. He believes work should be fun, and at AES he set out to prove it could be. Bakke sought not the empty "fun" of the Friday beer blast but the joy of a workplace where every person, from custodian to CEO, has the power to use his or her God-given talents free of needless corporate bureaucracy. In Joy at Work, Bakke tells how he helped create a company where every decision made at the top was lamented as a lost chance to delegate responsibility-and where all employees were encouraged to take the "game-winning shot," even when it wasn't a slam-dunk.
Perhaps Bakke's most radical stand was his struggle to break the stranglehold of "creating shareholder value" on the corporate mind-set and replace it with more timeless values: integrity, fairness, social responsibility, and, above all, fun. And Bakke doesn't shrink from describing the assault on his leadership when AES was sucked into the Enron downdraft and faced a plunging stock price. At this moment of crisis, influential colleagues and directors distanced themselves from the values that had made AES one of the most celebrated companies in the world.
Joy at Work offers a model for the 21st-century company that treats its people with respect, gives them unprecedented responsibility, and holds them strictly accountable-because it's the right thing to do, not just because it makes good business sense. More than any book you've ever read, Dennis Bakke's Joy at Work will force you to question everything you thought you knew about corporate success.
DENNIS W. BAKKE was raised in Saxon, Washington, and graduated from the University of Puget Sound, Harvard Business School, and the National War College. He co-founded The AES Corporation in 1981 and served as its president and CEO from 1994 to 2002. He is now president and CEO of Imagine Schools, a company that operates elementary and secondary (K-12) charter schools in 10 states. He and his wife, Eileen, live in Arlington, Virginia.
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I think Dennis seems to have a clear vison which is completely different than most of Corporate America. I wish we all adapt his vision.
Joy at Work is a risk-taking, inspirational book that discusses the true purpose of business and demonstrates that empowerment of employees ignites joy and brings success to the workplace. It is a philosophy that should be adopted by all companies and Bakke is a passionate, innovative leader that is revolutionizing the way organizations think.
I have a problem with Bakke¿s idea of ¿fun.¿ Fun, by his definition is a free-for-all. For example, he feels that an organization¿s ¿amount of fun¿ is determined by ¿the number of individuals allowed to make decisions¿ (99). I agree that sharing information ¿reinforces the feeling of community¿ (98), but I don¿t agree with his suggestion that leaders should ¿ask for as much advice as possible before making a decision¿ (88). ¿Sharing information¿ and ¿seeking advice¿ are two different things. Bakke misuses the analogy of a child jumping into the arms of a parent by stating that the same is required of leaders to jump into the arms of the subordinate (103). It is the subordinate who should trust the leader. In one section of the book, he stresses the importance of ¿asking for as much advice as possible before making a decision.¿ But in another section he shares the story of his administrative assistant who ¿routinely checks with the office accountant to see how her decisions would affect the budget, but no higher approval is necessary¿ (apparently no other advice is needed as well) (79). His idea of leadership lacks strength by decentralizing decision-making to others. In his postscript, Bakke discusses Biblical leadership. At first glance, what he writes sounds Biblical¿¿serve the people they lead,¿ and ¿allow followers to use their talents effectively¿ (261), but his overall idea of leadership is not Biblical. For instance, he says, ¿The Creation story does not assign people, even leaders, the responsibility of `managing¿ other people¿ (261)¿ I wonder what he thought God meant in Genesis 3:16 when He told Eve, ¿he will be your master.¿ The Bible doesn¿t use the word, ¿manage,¿ but God entrusted leaders to people throughout the Bible¿that¿s why there were judges in the OT. I don¿t think the Israelites would¿ve left the wilderness if Moses asked ¿as many as possible¿ before making a decision.