Accelerating Performance : How Organizations Can Mobilize, Execute, and Transform with Agility.
Colin. Price
Bok Engelsk 2004 · Electronic books.
| Medvirkende | |
|---|---|
| Utgitt | London : Thomson Learning , 2004
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| Omfang | 1 online resource (355 pages)
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| Utgave | 2nd ed.
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| Opplysninger | Også utgitt: Australia : South-Western Cengage Learning. - Intro -- Accelerating Performance -- Contents -- Foreword -- Acknowledgments -- About the Authors -- Introduction: Why We Wrote This Book: The Data Sets You Free -- Note -- Section I Move Fast or Die Faster -- Chapter 1 The Soft Stuff Really Is the Hard Stuff -- Notes -- Chapter 2 How to Increase Your META bolic Rate -- The Need for Speed -- Disruption -- META -- Mobilize -- Execute -- Transform -- Agility -- Notes -- Chapter 3 A Learning Laboratory -- Atento -- Nets Holding -- NXP -- Notes -- Chapter 4 Our Journey to META -- The 23 Superaccelerators -- The Journey -- Notes -- Chapter 5 What's Your Current Pace?: A Diagnostic -- Section II The Acceleration Imperative -- Chapter 6 Accelerating Strategy: Less Plan, More Planning -- Mobilize: Embrace Uncertainty -- Mobilize: Pressure-Tested Decision Making -- Mobilize: Shared Vision -- Execute: Future Core Competencies -- Execute: Execution Feasibility -- Execute: Adaptive Playbook -- Transform: Balanced Portfolio -- Transform: Fail Fast -- Transform: Rapid Response -- Agility: Foresight -- Agility: Learning -- Agility: Adaptability -- Agility: Resilience -- Notes -- Chapter 7 Accelerating Organizations: Turning Drag into Drive -- The 13 Drag and Drive Factors -- The 39 Differentiating Actions -- Mobilize: Customer First -- Mobilize: Energizing Leadership -- Mobilize: Clarit -- Execute: Simplicity -- Execute: Ownership -- Execute: Winning Capabilities -- Transform: Innovation -- Transform: Challenge -- Transform: Collaboration -- Agility: Foresight -- Agility: Learning -- Agility: Adaptability -- Agility: Resilience -- Notes -- Chapter 8 Accelerating Teams: Capability Equals Ability Minus Ego -- Mobilize -- Customer First -- Unique Commission -- Shared Purpose -- Clear Direction -- Insights from Nationwide -- Execute -- Tight Composition -- Explicit Accountabilities -- Uncompromising Standards.. - Focused Grip -- Insights from Nationwide -- Transform -- Stakeholder Influence -- Distributed Leadership -- Robust Challenge -- Disciplined Decisions -- Insights from Nationwide -- Agility -- Foresight -- Learning -- Adaptability -- Resilience -- Insights from Nationwide -- Caution for Senior Teams -- Final Insights from Nationwide -- Notes -- Chapter 9 Accelerating Leaders: The Leader Sets the Pace -- How to Accelerate a Leader's Performance -- Execution Rhythms -- Put the Right Team in Place -- Set Your Strategic Priorities -- Plan Properly -- Adopt Rigorous Rhythms and Processes -- Generate Energy -- Core Mind-Sets -- Shifting Mind-Sets -- Awareness Building -- Unlocking Processes -- Reinforcement and Embedding Activities -- Notes -- Section III How to Start -- Chapter 10 Finding the Right Recipe -- What the Right Recipe Can Produce -- What a Confused Recipe Can Produce -- How to Find the Right Recipe -- A Journey in More Detail -- Notes -- Chapter 11 The ABC of Behavior Change -- The "Any Behavior Change" (ABC) Model -- Connect with Purpose -- Align the Operating Model -- Build Skills -- Role-Model -- Provide Space -- The ABC Model in Action -- Connect with Purpose -- Align the Operating Model -- Build Skills -- Role-Model -- Provide Space -- Notes -- Chapter 12 Change the People or Change the People -- When You Can't Change the People, You Have to Change the People -- Hiring the Right CEO -- What Makes a CEO Successful -- Getting the Best out of Your New CEO -- Shaping the Executive Team -- Facing the Ugly Task -- Step 1: Analyze the Root Cause -- Step 2: Inform the Board -- Step 3: Prepare for the Conversation -- Step 4: Prepare the Company Communication -- How to Ensure That You Don't Have to Exit Executives (As Often) -- Notes -- Chapter 13 The Board as Catalyst -- The Emerging Research -- Four Types of Boards That Drive Acceleration.. - Research Appendix -- 1. Strategy Acceleration -- The Strategy Accelerator Questionnaire (SAQ) -- 2. Organizational Acceleration -- The Organization Accelerator Questionnaire (OAQ) -- How the OAQ Was Developed -- 3. Team Acceleration -- The Team Accelerator Questionnaire (TAQ) -- 4. Individual-Leader Acceleration -- The Leadership Accelerator Questionnaire (LAQ) -- Leadership Signature -- 5. Board Acceleration -- Heidrick & -- Struggles Board Analysis -- 6. Superaccelerators Interviewed for This Book -- 7. The 23 Superaccelerators -- Notes -- Index -- EULA.. - Working Board -- Thinking Board -- Responsive Board -- Inspiring Board -- How to Accelerate Board Performance -- If You Do Nothing Else, Do These Five Things -- Notes -- Section IV The Four Key Skills -- Chapter 14 Ripple Intelligence: Join the Dots -- Develop a 35,000-Foot View -- Embrace the Power of Doubt -- Train, Train, Train -- Form the Right Teams -- Test and Learn -- Notes -- Chapter 15 Resource Fluidity: Match Resources to Opportunities -- Fluid Reallocation of Capital Resources -- Free Strategic Direction from the Organizational Structure -- Dissociate Resource Ownership from Business Units -- Plan Continuously -- People Mobility -- Establish a Corporate Resources Pool -- Rotate Roles and Jobs -- Require Transparency and Fairness -- Take Out Layers to Align Incentives -- Resource Sharing and Reuse -- Make Processes "Plug and Play" -- Break Through the Corporate Walls -- Notes -- Chapter 16 Dissolving Paradox: Reframe the Issue -- The Four Levels of Thinking -- An Application -- Five Actions -- 1. Know How You Are Thinking -- 2. Know What Sort of Problem You Are Facing -- 3. In the Right Situation, Embrace the Paradox -- 4. Find the Strategic Unlock -- 5. Build an Enduring Organization -- Notes -- Chapter 17 Liquid Leadership: Connect Beyond Hierarchy -- Leading Across Boundaries -- A Focus on the New Workforce -- How Liquid Leadership Looks in Practice -- Notes -- Chapter 18 Conclusion: It's More than a Program -- The Five Steps to Acceleration -- 1. Exploration -- 2. Aspiration -- 3. Creation -- 4. Implementation -- 5. Transition -- Lessons Learned -- 1. You Have to Keep Going -- 2. You Must Change the People or Change the People -- 3. You Have to Intervene -- 4. Leadership Is Key -- 5. Teams Are the Building Blocks of Acceleration -- 6. If It's Not Evident to the Customer, It's Not Real -- 7. It's More than a Program -- Notes.
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| Emner | Organizational behavior.
Organisasjonsutvikling lærende organisasjon management learning organisasjonsutvikling |
| Sjanger | |
| Dewey | |
| ISBN | 1861527462. - 9781861527462
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