It's Not Luck

There has been a shift of policy at board level. Cash is needed and Alex Rogo’s companies are to be put on the block. Alex faces a cruel dilemma. If he successfully completes the turnaround of his companies they can be sold for the maximum return: if he fails they will be closed down. Either way Alex and his team will be out of work. It looks like lose-lose, both for Alex and for his team. And as if he doesn’t have enough to deal with, his two children have become teenagers. As Alex grapples with problems at work and at home, we begin to understand the full scope of Eli Goldratt’s powerful techniques. It’s Not Luck reveals more of the Thinking Process-techniques that consistently produce win-win solutions to seemingly impossible problems.

'Realistic, fun ... Educational' Business Age 'Not only is Goldratt a fine novelist, his management thinking challenges the norm and provides the reader with much food for thought, as well as ideas for dealing with a host of everyday situations.' The Engineer '... a refreshing and easily digestible style ... for those who want to develop their own innovative solutions rather than apply the quick fix.' BICS Control 'The inspirational ideas in this book are rigorously tested using reason ... an apt reminder that winning in business is not a matter of luck, but of detailed planning allied to vision.' Financial Training Review 'Once I picked up this book I could hardly put it down again as the concepts of the Theory of Constraint - The Thinking Processes, run right through the book.' Executive Engineer

Dr Eliyahu M Goldratt was an internationally recognized leader in the development of new business management concepts and systems, and acted as an educator to many of the world’s corporations. He has been described by Fortune as ’a guru to industry’ and by Businessweek as a ’genius’. He is the originator of the Theory of Constraints (TOC) and his ideas have revolutionized the way an increasing number of companies work. In 1986 he founded the Goldratt Institute to promote his approach as the means to achieving improved performance. The Institute has offices in the USA, Mexico, UK, Spain, Holland, South Africa and Israel.