Is your company threatened by turf battles, shut out of key data sources by territorial "lords," or ravaged by hundreds of "micro-companies?" If so, your organization may be suffering from a potentially crippling case of "Fiefdom Syndrome." Robert Herbold, former COO of Microsoft, presents a wealth of case studies from the usual (and always interesting) suspects--IBM, Proctor and Gamble, Microsoft, and Wal-Mart--to illustrate an affliction that affects for-profit and non-profit organizations alike.

Herbold identifies why fiefdoms are a problem, where they typically arise in companies--finance, HR, marketing, IT, virtually in most teams and departments--and offers solutions for preventing fiefdoms from cropping up and how to dissolve existing turf control. In an approachable manner, he demonstrates how discipline, creativity, and enforcement are keys to preventing the spread of fiefdoms: "The basic human tendency to want to control one's destiny or turf runs counter to discipline in an organization. If the CEO or the manager of a unit lets people act on their own, the company will soon fall into disarray."

Like headaches, fiefdoms can become a persistent problem and if left untreated, can send organizations into an endless loop of deteriorating health and repeated investigations into the cause. Prudent companies will take Herbold's advice and learn how to prevent and treat their little fiefdom problem. --E. Brooke Gilbert


From Publishers Weekly
Herbold, a corporate consultant and former COO for Microsoft, finds "fiefdoms"—individuals or groups who control the flow of information out of their offices as a way of gaining agency or power—one of the most dangerous problems a company can face, and he sees them everywhere. Even the collapse of Enron, he argues, can be attributed to the actions of a small cabal in the finance department. The insight isn't quite as groundbreaking as he makes it out to be, however, and the proposed solutions will likely strike readers with even a minimum of substantial work experience as equally obvious. Much of the advice is the sort of boilerplate ("continually strengthen the talent pool") that can be found in nearly all business books, though Herbold's enthusiasm for standardized reporting and evaluation practices is possibly more zealous than his peers'. Illustrative anecdotes drawn from his corporate background do liven things up somewhat, but they also create an emphasis on industries involving product sales. Tantalizing hints about the problems fiefdoms create in other fields, such as NGOs and government bureaucracies, are left largely unexplored, diminishing the potential for generating broader interest. Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.


From Booklist
Herbold has had an impressive 36-year career working with some of the world's leading corporations, including Microsoft, Procter & Gamble, IBM, and Coca-Cola. His own observations of people problems has led him to define an "infectious condition" that exists in virtually all organizations, which he calls the "fiefdom syndrome," and it is equivalent to the turf wars that were rampant during the Middle Ages. It manifests itself when individuals or groups seek to make themselves vital to the organization and protect their territory by any means possible, to the detriment of the organization as a whole. This is classic bureaucracy at its worst, and if left unchecked, it can stifle creativity, shake entire industries, and take down major corporations. Herbold gives numerous examples of scathing behavior at major corporations, often disguising identities to avoid embarrassing the individuals or companies involved. He introduces seven disciplines of a well-run corporation and provides ways to identify and overcome the fiefdom syndrome and break down the barriers to major change. David Siegfried
Copyright © American Library Association. All rights reserved


Review
"Exceptional book on how individuals and small groups thwart the success of a larger organization... Essential for everyone interested in business." --Library Journal
An important book for any leader who is responsible for sustained business growth." --A.G. Lafley, Chairman, Chief Executive and President, The Procter & Gamble Co.
“With... thorough analysis and practical insights, this book will help you recognize, eliminate and prevent the cancer of individual agendas.” --Michael Dell, Chairman, Dell Inc.
“Identifies the causes, symptoms, and cures of one of the great diseases (scourges) that insidiously destroy large corporations in America.” --Jamie Dimon, Chairman and CEO, Bank One Corporation
"A must-read... All institutions need a clear, unified mission and Bob Herbold's new book will help managers achieve it." --Hank Paulson, Chairman & CEO, The Goldman Sachs Group, Inc.
"The Fiefdom Syndrome tackles a pervasive and seldom discussed problem - namely, why organizations tend to become slow-footed, fragmented, and mediocre. " --John Doerr, Partner, Kleiner Perkins Caufield & Byers
"Takes on the bureaucracy and turf battles that... Sam Walton fought his whole life to overcome. I strongly recommend it." --Rob Walton, Chairman of the Board, Wal-Mart Stores, Inc.
“ Identifies a critical business problem... few have been able to solve - until now... Should be required reading across corporate America.” --James I. Cash, Jr., Ph.D., James E. Robison Professor of Business Administration, Harvard University Graduate School of Business
“The reader will highly value the powerful, useful learnings... told via great “war stories” by a very experienced practitioner.” --Adrian Slywotzky, author of the acclaimed books Value Migration, The Profit Zone, and The Art of Profitability
"Provides valuable insights on how to... avoid the pitfalls of decentralization that goes too far (ie. fiefdoms)." --Dick Kovacevich, Chairman and CEO, Wells Fargo & Company
“Whether you are in business, government, education or...non-profits, I urge you to read this book, and... take its advice.” --Jack Kemp, Co-founder of Empower America and former candidate for Vice President of the United States
“The book has an important message for all organizations and individuals... A must-read for everyone, not just business people.” --Walter Hewlett, Independent Software Developer and Chairman, The William & Flora Hewlett Foundation

FROM THE PUBLISHER

"The problem begins when individuals, groups, or divisions - out of fear - seek to make themselves vital to their organizations and, unconsciously or sometimes deliberately, try to protect their turf and gain as much control as possible over what goes on. It is a natural human tendency, dating back to the origins of our species, but if it isn't managed properly, the damage caused by these "fiefdoms" can spell the death knell of what should have been a strong and vital organization." In The Fiefdom Syndrome, Bob Herbold exposes why fiefdoms occur and the myriad ways they can compromise a company's effectiveness - as well as shows what managers, companies, and individuals need to do to break up fiefdoms and eliminate turf wars. Illustrated with countless "war stories" from Microsoft, Procter & Gamble, and other corporations, this book is an essential tool in every manager's toolkit.

FROM THE CRITICS

Publishers Weekly

Herbold, a corporate consultant and former COO for Microsoft, finds "fiefdoms" individuals or groups who control the flow of information out of their offices as a way of gaining agency or power one of the most dangerous problems a company can face, and he sees them everywhere. Even the collapse of Enron, he argues, can be attributed to the actions of a small cabal in the finance department. The insight isn't quite as groundbreaking as he makes it out to be, however, and the proposed solutions will likely strike readers with even a minimum of substantial work experience as equally obvious. Much of the advice is the sort of boilerplate ("continually strengthen the talent pool") that can be found in nearly all business books, though Herbold's enthusiasm for standardized reporting and evaluation practices is possibly more zealous than his peers'. Illustrative anecdotes drawn from his corporate background do liven things up somewhat, but they also create an emphasis on industries involving product sales. Tantalizing hints about the problems fiefdoms create in other fields, such as NGOs and government bureaucracies, are left largely unexplored, diminishing the potential for generating broader interest. (Aug. 24) Copyright 2004 Reed Business Information.

Library Journal

In this exceptional book on how individuals and small groups thwart the success of a larger organization, Herbold draws on his experience, most recently as COO at Microsoft after 26 years with Procter & Gamble in various capacities. He suggests that people become afraid of change and band together in "fiefdoms" in a department or division to avoid outside interference. Herbold provides a multitude of case studies with prescriptions for breaking down these fiefdoms. He successfully argues that in the long run fiefdoms always require a much more drastic action later than would be required if everyone were working toward the good of the organization. CEOs have one takeaway: Be decisive and act early to make sure that everyone is thinking about the big picture. Employees have another: Don't let your skills atrophy by building a protective wall around yourself. There are a multitude of books about management and organizations, but this one is accessible and clear enough that it stands alone. Essential for everyone interested in business, whether students or practicing professionals, and recommended for corporate libraries, business schools, collegiate libraries, and even public libraries with modest business sections. Stephen Turner, Turner & Assocs., San Francisco Copyright 2004 Reed Business Information.

WHAT PEOPLE ARE SAYING

Bill Gates

Turf wars and bureaucracy can undermine even the strongest corporate strategies. Drawing on lessons learned throughout his distinguished career, Bob describes innovative and practical ways to tackle this pervasive problem - and beat The Fiefdom Syndrome.  — Chairman and Chief Software Architect, Microsoft Corporation

John Chambers

A vitally important business book. As Bob Herbold, longtime COO of Microsoft makes clear, the battles over territory and turf stem from basic human behavior. Uncontrolled, they can be incredibly destructive, yet they are inherent in every organization. In The Fiefdom Syndrome, Herbold shows how fiefdoms can hamstring a company's operations, and how to break through them. I strongly urge people of all organizations, large and small, profit and non-profit to read this book. — President and CEO, Cisco Systems

Michael Dell

The foundation of a successful organization is a team focused on common goals. With its thorough analysis and practical insights, this book will help you recognize, eliminate and prevent the cancer of individual agendas. — Chairman, Dell Inc.

A.G. Lafley

Fiefdoms are the enemy of collaboration and external focus. They turn organizations inward, and distract companies from customer needs and competitive realities. Bob Herbold gets to the heart of why fiefdoms exist and what leaders can do to overcome them. This is an important book for any leader who is responsible for sustained business growth. — Chairman, Chief Executive and President, The Procter & Gamble Co.

Jamie Dimon

Bob Herbold's book identifies the causes, symptoms, and cures of one of the great diseases (scourges) that insidiously destroy large corporations in America ( i.e., fiefdoms and bureaucracy).  — Chairman and CEO, Bank One Corporation

I've seen Bob successfully tackle business challenges both at Procter and Gamble and at Microsoft. In The Fiefdom Syndrome, he identifies a critical business problem in the corporate world that very few have been able to solve - until now. It should be required reading across corporate America. — Jr. James I. Cash

I've seen Bob successfully tackle business challenges both at Procter and Gamble and at Microsoft. In The Fiefdom Syndrome, he identifies a critical business problem in the corporate world that very few have been able to solve - until now. It should be required reading across corporate America. — James I. Cash Jr.

John Doerr

The Fiefdom Syndrome tackles a pervasive and seldom discussed problem - namely, why organizations tend to become slow-footed, fragmented, and mediocre. Herbold provides valuable insights into cutting through the fiefdom syndrome, allowing you and your team to make the most of your talents, improve your organization, and avoid stalled careers. — Partner, Kleiner Perkins Caufield & Byers

Rob Walton

Bob Herbold takes on the bureaucracy and turf battles that can undercut any company's agility - the kind of problems Sam Walton fought his whole life to overcome. I strongly recommend it. — Chairman of the Board, Wal-Mart Stores, Inc.

Adrian Slywotzky

I have seen many organizations with strategy or profitability problems where the core issues blocking their progress are the types of fiefdom-like behaviors Bob describes. The reader will highly value the powerful, useful learnings in this book, told via great "war stories" by a very experienced practitioner. I strongly recommend The Fiefdom Syndrome.  — author of the acclaimed books Value Migration, The Profit Zone, and The Art of Profitability

Dick Kovacevich

Fiefdoms, turf wars, and bureaucracy are often related to getting out of balance on centralization or decentralization. Bob Herbold provides valuable insights on how to achieve the proper balance and how to recognize and then avoid the pitfalls of decentralization that goes too far, i.e. fiefdoms. — Chairman and CEO, Wells Fargo & Company

Jack Kemp

In this day and age, turf battles and bureaucracy are practically synonymous. As one who has seen these battles up close, both in public sector and private sector, I was intrigued by The Fiefdom Syndrome. Bob not only analyzes the causes, he offers compelling suggestions on how to overcome them. Whether you are in business, government, education or the non-profits, I urge you to read this book, and more importantly take its advice and put it to good use. — Co-founder of Empower America and former candidate for Vice President of the United States

Walter Hewlett