Alex Rogo is the manager of a failing manufacturing plant who receives an ultimatum from corporate headquarters: Turn the situation around in three months or the plant will be scrapped. With help from a mentor (Jonah), Rogo discovers a revolutionary new way to do business - a way for people in any field of endeavor to increase productivity, profitability, and personal fulfillment.
The story of Alex’s fight to save his plant contains a serious message for all managers in industry and explains the ideas which underline the Theory of Constraints (TOC) developed by Dr. Goldratt. First published in 1984, The Goal has changed how America does business.
This Audiobook is read by an ensemble cast. This dramatization adds another dimension to understanding the story line and its practical application. A business book disguised as a novel, a love story about the manufacturing process, and an exhilarating adventure in human potential.
In an interview with CNBC's Tech correspondent Jon Fortt, Amazon's founder and CEO Jeff Bezos, reveals The Goal as one of the three books his top Amazon executives read.
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Dr. Goldratt best selling book, The Goal, ranks in Time Magazine's 25 Most Influential Business Management books.
This video takes the book The Goal and shows you how to put the concepts to work in your company.
Eliyahu Goldratt's The Goal is unusual among business management ... The Goal is centered on a production manager named Alex Rogo who has three months to turn around a deficient, unprofitable manufacturing plant. The Goal explains the "Theory of Constraints" ... focuses on dealing with bottlenecks, the leverage point to increase productivity. Rogo uses the Socratic method ... coming up with answers to solve the plant's problems.
One of the main obstacles standing in the way of implementing a major change is reaching a wall-to-wall agreement on the direction of change. A powerful tool to create such agreement is The Goal Movie: The How-To Version. The use of this video is not limited just to the beginning of the implementation process. Reaching agreement on the change in direction is not a one-time effort. As the company moves in a new direction there will be some unavoidable diffusion. To prevent too much diffusion there is the need to repeatedly realign interpretations and periodically use the movie.
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