书籍介绍
这本书最尖锐的地方，在于它直接戳破了创业者的自我错觉：精通一门技术，并不等于懂经营一家企业。许多人在专业上出类拔萃，创业却频频受挫，根源恰恰在于把
作者简介
迈克尔·格伯：E-Myth Worldwide 咨询公司的创始人兼首席执行官，优秀的小企业咨询专家，一直致力于推广他独到的企业经营观点，成功地掀起了美国小企业革命的浪潮。同时，他也是著名的畅销书作家，所著的《创业神话的治疗者》、《创业神话管理者》、《创业神话契约人》和《主宰创业神话》等书均荣登畅销榜。此外，他还是一名优秀的演说家。
AI导读
核心看点
- 破除技术精通即懂管理的创业神话
- 创业者需完成从技术到管理的三重身份转换
- 建立标准化系统实现企业可复制增长
读者共识
- 经典之作，深刻揭示小企业失败根源
- 理论深刻但实操框架略显抽象
- 适合反思自身角色，构建系统思维
精彩摘录
- "如果你通晓某一行业的技术工作，那么，你也就理所当然地对该行业的一切都有了透彻的了解和认识。 某一行业的技术工作于从事这一技术的行业根本是两个完全不同的概念。"
- "The work we do is a reflection of who we are. If we’re sloppy at it, it’s because we’re sloppy inside. If we’re late at it, it’s because we’re late inside. If we’re bored by it, it’s because we’re bored inside, with ourselves, not with the work. The most menial work can be a piece of art when done b"
- "The idea the Boss expressed to me was broken down into three parts: The first says that the customer is not always right, but whatever they are not not, it is our job to make them feel this way. The second says everyone who works here is expected to work towards being the best he can possibly be at "
- "I came to understand that the hotel was the least important thing in our relationship. What was important was how seriously I took to playing the game he had created here. He wasn’t looking for employees so much as for players in his game. He was looking for people who wanted something more than jus"
- "1. Never figure out what you want your people to do and then try to create a game out of it. If it is to be seen as serious, the game has to come first; what your people do, second. 2. Never create a game for your people you’re unwilling to play yourself. They will find you out and never let you for"
- "What lessons haven’t we learned here at the end of the twentieth century, Sarah? Maybe we just don’t care enough. Meaning, it seems to me, is the product of caring, not vice versa. What we care about the value. And so, as I look around, I see that we are in some very fundamental way disconnected fro"
- "人们总是沉醉在自己的工作当中，因此他们总是无法正确地认识自己。——奥尔德斯·赫胥黎"
- "我们追溯这一神话的起源，发现它竟然源自一个浪漫的信仰：人们总认为是创业者开创了诸多小企业，然而事实并非如此。"
目录
用户评论
一种模式
现在还看不懂的一本书。。。。。。。
跟实际有点脱节，偏欧美世界，不够脚踏实际，读来印象不深
创业过程中的三种角色，创业者、管理者和专业人士，处理好他们的关系尤为重要，忙碌带来的角色混乱让人迷失，忘记根本目标。
另外，对于系统（无关创业者能自动运行的机制，硬件系统、软件系统和信息系统）的强调也是作者的重要理念，也就是特许经营模式。
本书描绘了一段画面感强烈的创业历程。
这本翻译本貌似是Gerber的E Myth更早的版本。
创业公司的三种角色，创业者，管理者和专家。随时思考自己在做什么
对经营企业对管理团队有借鉴意义
2020-03-03 创业者/管理者/专业人员的角色冲突；幼稚期-成长期-成熟期/可复制的特许经营模式，创新/量化/统一管理
总有些东西会让你透过现象看到些本质，人的多重身份应该是这本书最大的收获。就像电脑的多任务操作系统，能够统筹兼顾
没有创业的人可能感受不深。这本书还是看原版吧。
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