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The Leader′s Dilemma – How to Build an Empowered and Adaptive Organization Without Losing Control de J Hope

The Leader′s Dilemma – How to Build an Empowered and Adaptive Organization Without Losing Control

Autor J Hope
en Limba Engleză Hardback – 11 apr 2011
Drawing on their work on performance management within the 'beyond budgeting' movement over the past ten years, including many interviews and case studies, Jeremy Hope, Peter Bunce and Franz Röösli set out in this book an executive guide to building a new management model based on eight key change management issues: * 1. Governance: From rules and budgets to purpose and values * 2. Success: From fixed targets to relative improvement * 3. Organization: From centralized functions to customer-oriented teams * 4. Accountability: From narrow targets to holistic success criteria * 5. Trust: From central control to local autonomy * 6. Transparency: From closed information to open book management * 7. Rewards: From individual incentives to team-based reward * 8. Risk: From complying with rules to understanding pressure points This book is about rethinking how we manage organizations in a post-industrial, post credit crunch world where innovative management models represent the only remaining source of sustainable competitive advantage.[i] The changes suggested by the authors will enable and encourage a cultural climate change that will help organizations to attract and keep the best people as well as drive continuous innovation and growth. Above all, The CEO's Dilemma is about learning how to change business - based on best practice and innovation drawn from leaders world-wide who have built and managed successful organizations.
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Specificații

ISBN-13: 9781119970002
ISBN-10: 1119970008
Pagini: 344
Ilustrații: Illustrations
Dimensiuni: 152 x 229 x 18 mm
Greutate: 0.61 kg
Editura: Wiley
Locul publicării:Chichester, United Kingdom

Public țintă

The market for The CEO s Dilemma is primarily the ′leadership′ or ′business transformation′ market. It will also attract readership from the HR community. It is about how to change the modern–day corporation to meet the expectations and aspirations of the ′facebook′ generation who are much more used to a world of openness, sharing and dialogue. Vineet Nayar′s book ′Employees First, Customers Second′ (HBSP) published in March 2010 is a complementary book. Jeremy Hope and his co–authors set out a whole 8–step programme for the change leader.

Cuprins

Foreword. Preface. Some definitions. Introduction. The organization as an adaptive system. 1 Principle #1 - Values. Bind people to a common cause, not a central plan. 2 Principle #2 - Governance. Govern through shared values and sound judgment, not detailed rules and regulations. 3 Principle #3 - Transparency. Make information open and transparent; don't restrict and control it. 4 Principle #4 - Teams. Organize around a seamless network of accountable teams, not centralized functions. 5 Principle #5 - Trust. Trust teams to regulate and improve their performance; don't micro-manage them. 6 Principle #6 - Accountability. Base accountability on holistic criteria and peer reviews, not on hierarchical relationships. 7 Principle #7 - Goals. Set ambitious medium-term goals, not short-term fixed targets. 8 Principle #8 - Rewards. Base rewards on relative performance, not fixed targets. 9 Principle #9 - Planning. Make planning a continuous and inclusive process, not a top-down annual event. 10 Principle #10 - Coordination. Coordinate interactions dynamically, not through annual budgets. 11 Principle #11 - Resources. Make resources available just-in-time, not just-in-case. 12 Principle #12 - Controls. Base controls on fast, frequent feedback, not on budget variances. 13 Implementation insights. 14 Make management change your legacy. Notes. Index.

Notă biografică

Jeremy Hope is co-founder of the Beyond Budgeting Round Table, a not-for-profit collaborative dedicated to helping organizations improve their management models. He is a chartered accountant and a co-author of Transforming the Bottom Line, Competing in the Third Wave and Beyond Budgeting. He is also author of Reinventing the CFO. He lives in West Yorkshire, England and can be contacted at jeremyhope@bbrt.org. Peter Bunce is a co-founder of the Beyond Budgeting Round Table (BBRT), a not-for-profit collaborative dedicated to helping organizations improve their management models. He is a Chartered Engineer and has held various posts in manufacturing engineering and collaborative research. He lives in Hampshire, England and can be contacted at peterbunce@bbrt.org. Franz Röösli is a professor and management trainer at the University of Applied Sciences North Western Switzerland (FHNW) and Director of the Beyond Budgeting Round Table (BBRT), an international shared learning network for management development. He has experienced many years in management positions in different industries. He lives in Switzerland and can be contacted at franz.roeoesli@bbrt.org.

Descriere

Drawing on their work on performance management within the 'beyond budgeting' movement over the past ten years, including many interviews and case studies, Jeremy Hope, Peter Bunce and Franz Röösli set out in this book an executive guide to building a new management model based on eight key change management issues: * 1. Governance: From rules and budgets to purpose and values * 2. Success: From fixed targets to relative improvement * 3. Organization: From centralized functions to customer-oriented teams * 4. Accountability: From narrow targets to holistic success criteria * 5. Trust: From central control to local autonomy * 6. Transparency: From closed information to open book management * 7. Rewards: From individual incentives to team-based reward * 8. Risk: From complying with rules to understanding pressure points This book is about rethinking how we manage organizations in a post-industrial, post credit crunch world where innovative management models represent the only remaining source of sustainable competitive advantage.[i] The changes suggested by the authors will enable and encourage a cultural climate change that will help organizations to attract and keep the best people as well as drive continuous innovation and growth. Above all, The CEO's Dilemma is about learning how to change business - based on best practice and innovation drawn from leaders world-wide who have built and managed successful organizations.