More Than a Motorcycle: The Leadership Journey at Harley-Davidson

Product Details

While the business press was celebrating Harley-Davidson's remarkable financial turnaround in the late 1980s, the company's leader, Rich Teerlink, was deeply concerned. He knew that the storied motorcycle maker-flush from having beaten back an assault by skilled and determined Japanese competitors-now faced a new and even more formidable challenge: maintaining and improving upon its success in the absence of an external crisis. Partnering with longtime organizational consultant Lee Ozley, Teerlink did something extraordinary: he moved beyond the top-down strategies that had just saved the company from extinction and began building a different Harley. The new Harley would be driven not by its top executives, but by its employees at every level. What happened over the next twelve years is the stuff of turnaround legend.

More Than a Motorcycle is the story behind the story of the purposeful transformation of an American icon-as told by the two individuals who were most deeply involved in that process. While marketers and the media alike have long celebrated Harley, this candid inside account goes behind the headlines to reveal the highlights and lowlights, the victories and setbacks, and the breakthroughs and dead ends experienced by Teerlink, Ozley, and others as the company engaged in this transformational change effort. Part corporate biography and part memoir of a rare CEO/consultant partnership, the book chronicles Harley's difficult journey from a traditional "command-and-control" culture to an open, participative organization in which employees no longer went along for the ride, but took new levels of responsibility for charting their course.

Teerlink and Ozley deliver three fundamental messages: that people are a company's only sustainable competitive advantage; that there is no "quick fix" to effect lasting and beneficial organizational change; and that leadership is not a person, but a process, to which every employee must contribute. They advocate for a new concept of leadership, which entails not demanding compliance, but earning commitment. They provide practical, reality-based prescriptions for developing employee alignment and effectiveness; lifelong learning opportunities; structures that support participation; and effective approaches to rewards, recognition, and meaningful communication. The authors also distill lessons from the Harley experience-such as living one's values and cultivating an environment within which all kinds of people can thrive-that may apply broadly to any business.

An inspiring, against-the-odds story of a business road less traveled, More Than a Motorcycle encourages today's organizational leaders to look around the next bend-and to give everyone within the organization a view of the road from the driver's seat.

Product Reviews

(5 stars) - Innovative thinking
Rich Teerlink, retired CEO of Harley Davidson, and Lee Ozley, organizational consultant, have teamed up and written about Harley Davidson's transformation from a hierarchical command and control organization to what they call a "Circle Organization". The book primarily focuses on Harley's organizational change from 1987 to present. Many aspects of the organization are covered in good to great detail. In order to survive and meet growing demand and increasing global competition, Harley Davidson had to transform itself and undergo a radical process of organizational change. Attributing the traditional command and control structure to the American railroad empires of the nineteenth century, Harley sought to make change and break from this traditional form of an organization. As the authors' state, "This is a book about planting seeds and encouraging other people to nurture the seedlings". This book reads like it was written about a start up company that was an unexpected overnight success. Harley really had to toss out all of their old ideas on organizational operations and start from scratch. What is amazing is how this was done without creating animosity from within the organization.
The authors take you through the proposed and enacted plans that helped transform Harley. The Joint Vision Process was formed so that employees on all levels could share the same goals for where they and Harley wanted to be. Both Rich and Lee believe that the people within an organization have the biggest impact on an organization. They shaped their plans with this as the number one factor and this book gives excellent insight on how they implemented their ideas.

(5 stars) - Innovative thinking
Rich Teerlink, retired CEO of Harley Davidson, and Lee Ozley, organizational consultant, have teamed up and written about Harley Davidson's transformation from a hierarchical command and control organization to what they call a "Circle Organization". The book primarily focuses on Harley's organizational change from 1987 to present. Many aspects of the organization are covered in good to great detail. In order to survive and meet growing demand and increasing global competition, Harley Davidson had to transform itself and undergo a radical process of organizational change. Attributing the traditional command and control structure to the American railroad empires of the nineteenth century, Harley sought to make change and break from this traditional form of an organization. As the authors' state, "This is a book about planting seeds and encouraging other people to nurture the seedlings". This book reads like it was written about a start up company that was an unexpected overnight success. Harley really had to toss out all of their old ideas on organizational operations and start from scratch. What is amazing is how this was done without creating animosity from within the organization.
The authors take you through the proposed and enacted plans that helped transform Harley. The Joint Vision Process was formed so that employees on all levels could share the same goals for where they and Harley wanted to be. Both Rich and Lee believe that the people within an organization have the biggest impact on an organization. They shaped their plans with this as the number one factor and this book gives excellent insight on how they implemented their ideas.

(4 stars) - A great how-to book for OD practitioners
I'm not sure most execs would have the patience to stay with this book, but for change agents, team facilitators, and other large-system OD practitioners, this book contains valuable, comprehensive how-to information.

In true STS style, Ozley (the obvious primary author) does a wonderful job integrating Harley's new systems and methods with the real-folks' feelings and reactions as they go through an extensive organisation and culture change.

More Than a Motorcycle could easily be a companion volume to Marvin Weisbord's classic Productive Workplaces, maybe even its sequel.

(5 stars) - Great
Great story whether your a turnaround person or motorcyclist

(2 stars) - Great
Great story whether your a turnaround person or motorcyclist

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