Further up the organisation
by Townsend, Robert · 1984
Genre: Business
Rating: 4.2/5
Townsend's irreverent update blasts corporate stifling with wit that endures. Perfect antidote to management jargon.
Robert Townsend's sequel delivers punchy anti-bureaucracy wisdom that still skewers corporate folly four decades later.
Further Up the Organization refines the irreverent lessons from Townsend's 1970 bestseller, targeting how groups stifle productivity. It's a worthy update for managers weary of consultant-speak and policy bloat. Essential for anyone leading teams in rigid structures.
Robert Townsend, the Avis CEO who turned 'We Try Harder' into a rallying cry, returns with this 1984 update to his management manifesto. Where the original shredded sacred cows, Further Up doubles down: corporations strangle profits by stifling people. (Remember his quip on policy manuals? 'Publish the Ten Commandments.') Townsend's format—alphabetized aphorisms from 'Advertising' to 'Women'—feels like barstool advice from a battle-hardened exec. It's not theory; it's Townsend recounting real-world wins and blunders at Avis and beyond.
The book's genius lies in its radical simplicity. 'The controller’s job is to see that all future surprises are pleasant'—that's not MBA fluff, it's a creed for trusting your team. Townsend insists CEOs delegate 'as many important matters as [they] can,' fostering growth over micromanagement. His combat analogy rings true: 'True leadership must be for the benefit of the followers, not the enhancement of the leaders. In combat, officers eat last.' These nuggets explain why Avis surged under him: people thrive when unburdened by red tape.
Timeless barbs abound. Nepotism? 'Really good people won’t go to work for you in the first place.' Consultants? 'The effective ones are the one-man shows. The institutional ones are disastrous.' Office hours for anyone earning over $150 a week (adjust for inflation: about $1,200 today)? Set your own. Townsend skewers tenure too: no CEO should linger past five or six years, lest they 'wear out their welcome.' It's contrarian gold for today's remote-work skeptics and DEI box-checkers.
Yet here's the rub: dated edges dull the shine. Written in 1984, examples reek of Mad Men residue—references to mistresses on payroll, casual gender shorthand under 'Women.' Some advice, like flexible hours for mid-level staff only, feels paternalistic now. The note-style structure, while breezy, scatters focus; deeper case studies would ground the wit. It's strong provocation, but uneven for modern readers expecting data over dictum. (Where's the evidence beyond Townsend's anecdotes?)
Does it matter in 2026? Absolutely—for leaders drowning in Zoom hierarchies and AI hype. Townsend reminds us: management isn't about tools, it's about unleashing humans. Ignore the anachronisms; the core endures. Read it alongside today's optimists; it'll ground their hot air. Further Up proves management classics age like whiskey: stronger with time, if you stomach the burn.
Key Takeaways
- Delegate ruthlessly
- Ditch policy bloat
- Lead for followers
Summary
- Sequel to 1970 bestseller updates anti-bureaucracy rants for group dynamics.
- Aphoristic structure delivers bite-sized wisdom on delegation and trust.
- skewers nepotism, consultants, and policy manuals with brutal honesty.
- Avis CEO Townsend draws from real turnarounds, not abstract theory.
- Timeless: flexible hours and 'pleasant surprises' from controllers.
- Critique of CEO longevity prevents institutional rot.
- Dated gender references and lack of data mar modern appeal.
- Verdict: punchy essential for skeptical managers, 4.2 stars.
Chapter Guide
- Chapter 1: People: Hire and Fire Fearlessly
- Townsend urges hiring for attitude over credentials and firing incompetents swiftly to build a Theory Y organization that unleashes human potential. He skewers bureaucratic HR rituals as profit-killers.
- Chapter 2: Bureaucracy: Dismantle It Completely
- Attack corporate bloat by slashing committees, paperwork, and rules that stifle creativity and strangle profits. Replace with flat structures where decisions flow fast.
- Chapter 3: Meetings: Make Them Productive or Ban Them
- Most meetings waste time; Townsend prescribes strict agendas, no chairs, and standing limits to force brevity. If they don't advance action, eliminate them.
- Chapter 4: Corporate Image: Skip the Hype
- Forget glossy PR and logos; real image comes from delivering great products without pomp. He mocks expense-account excess as false signaling.
- Chapter 5: Business Lunch: Eat Alone or Skip
- Lunches rarely justify the time and cost; use them only for essential closers, otherwise eat fast at your desk. Townsend favors action over schmoozing.
Read the full review at https://reviewerinsight.com/book/69f576dfc84c962c4b76bed6/further-up-the-organisation