Wake Up or Die is a
138-page commercial for Corrine Sandler’s business, Fresh Intelligence Research
Corp. There’s nothing wrong with that when the book offers readers fresh,
valuable information. Unfortunately, I
don’t think she did her firm any favors by publishing this.
Her message is that businesses need intelligence. Managers
need to understand their customers, competitors, markets, and much more. This
is Business 101, and Wake Up or Die never
goes beyond this basic truism. Rather, Sandler uses Sun Tzu’s 2,500-year-old
treatise The Art of War as a skeleton
on which to hang her pronouncements.
A problem: The function of war is to destroy the enemy, his
army and his means of continuing to make war. The function of business is to
obtain and retain customers (thank you Peter Drucker), not to destroy
competitors. No customers—no business and no need for intelligence. Therefore,
trying to make Sun Tzu’s thirteen chapters fit neatly into her argument is
often a stretch. For example, Sun Tzu points out a general needs spies. Sandler
points out a manager needs competitive intelligence—true—but there’s a huge
difference between planting a spy in the enemy camp and regularly checking a
competitor’s web site, quarterly reports, and other publicly available data.
Another problem: Probably because her firm has non-disclosure
agreements with her clients (loose lips sink ships after all), Sandler cannot
use the firm’s work to illustrate her points. She is stuck using old (Ford’s
first assembly line) or well-known (Kodak’s bankruptcy) examples. Because she’s
using secondary sources (which she does not cite), she cannot show exactly how
intelligence—or the lack of it—played a role in the case. Kodak invented
digital photography but allowed other companies to exploit it. Why? What intelligence
did Apple have that made its leaders think the iPhone was a good idea? Sandler
doesn’t—almost certainly can’t—tell us.
Aside
from the biz-speak writing and clumsy writing (“…throwing money at the media is
now a double-edged sword…”), it is hard to see the audience for whom Wake Up or Die is written. Sandler’s
examples are virtually all large consumer products companies thereby ignoring
business-to-business cases. She seems to be exhorting senior executives, but
because she offers almost no practical, actionable suggestions on how they can turn
data into intelligence, it is difficult to see what CEOs would do with her ideas
that they’re not already doing. If I were Sander’s public relations counsel, I
would recommend she not distribute the book.