Kanazawa, Michael T. Primary Author mixed material bibliography Upper Saddle River FT Press 2008 en English

Printed Material

xiv, 239 p. : ill.,index ; 23 cm. Why do most corporations fail to achieve breakthrough performance? They make things too complex. They clutter it with jargon and confusion. They dither on the launch pad. They hire too many consultants, chaseafter too many fads. It doesnÂ’t have to be that complicated. Whatever your goal, whatever your role, Michael T. Kanazawa and Robert H. Miles introduce a simple, practical, 100% results- driven approach that works. Drawing on their experience working with hundreds of senior executives, they show how to align your organization behind just a few core initiatives; bias your people toward speed; create leaders at every level; and achieve traction and accountability in all facets of execution. YouÂ’ll learn how to engage people instead of frustrating them, and harness their energy instead of wasting it. Whether youÂ’re executing a new initiative, entering a new market, or attempting to transform your entire enterprise, this book will help you find the right path, clear the obstacles, and get there–surely and quickly. Today’s companies recognize that they must constantly improve at every level, from frontline customer-facing functions to enterprise-wide strategy. They must execute bold new strategic initiatives more effectively... integrate and align acquisitions more quickly...and accelerate and sustain growth in the face of unprecedented competition. But wherever business transformation and breakthrough performance must occur, many of the challenges are the same. Now, there’s a breakthrough methodology for overcoming these challenges. In BIG Ideas to BIG Results, Michael T. Kanazawa and Robert H. Miles introduce the Accelerated Corporate Transformation (ACT) methodology: A simple, no-nonsense process that is grounded in reality, inclusive of people, and 100% results-oriented. Drawing on over twenty years refining and applying ACT, initially at Harvard Business School and then in leading enterprises, Kanazawa and Miles identify crucial steps to success, as well as practical solutions to the inevitable roadblocks you’ll face. Their #1 insight: Many obstacles stem from managers making situations and decisions more complex than they really are, and taking too much time to get ready. ACT strips away complexity and indecision, helping you move far more rapidly and predictably from strategy development through execution. Designed by leaders for leaders, this book will help you execute more rapidly and lead more effectively, to achieve breakthrough performance at any level, in any function, in any organization. Step-by-step, leader-driven techniques that work—simply and quickly Business transformation and breakthrough performance without the confusion and complexity What leaders must know—and do—to succeed Making it happen from the inside out—without hordes of consultants Conquer “corporate gridlock” at last Stay focused on what really matters, instead of bouncing from one initiative to the next Rapidly engage the full organization... ...to power up leadership at every level Table of Contents: A Better Way 1 The Sugar High 3 Get Your ACT Together 6 Make Transformation a Simple Routine 9 Endnotes 11 Breaking Through Gridlock 13 Gridlock! The Task Overload Epidemic 13 Where Did All of This Clutter Come From? 14 The New Definition of Big Box Retail 15 Task Overload Undermines Accountability 16 One Company-Not Many 18 Busting Through Gridlock: Getting Started 19 The Leader’s Challenge: Less Is More 20 Fighting Fires Versus Fire Prevention 23 Endnotes 24 Creating Safe Passage 25 Safe Passage-A Clear Transformation Process 25 The ACT Process Basics: Powerfully Simple 28 This Is Not a New Religion, Just a Better Way of Managing the Business 30 Endnotes 32 Confronting Today’s Reality 33 The Emperor’s Ugly Clothes 35 Dialogue Versus Discussion 36 Generating Dialogue as a Leader 37 Priming the Pump 39 Canary in a Coal Mine 41 On the Outside Looking In 44 Talk with Customers and Noncustomers 47 You Are Here: Map the Market 48 Confronting Reality Work Session 52 Endnotes 54 Sharpening the Strategy Arrow 55 A One-Page View of the Future 56 Creating a Strategic Vision 60 Business Success Modeling 63 Due Diligence on Yourself 65 Endnotes 71 Absolute Alignment 73 Translation to Three Corporate Initiatives 74 Have You Lost Your Marbles? 76 What NOT to Do 78 Zombie Projects 78 Restack the Whole 80 Individual Commitments to Action 83 Alignment of Commitments-Reducing Silos 84 Alignment of Values 87 Don’t Try to Replicate the Scout Oath 87 Put Your Money Where Your Mouth Is 89 The Bottom Line on Alignment 90 Endnotes 93 Rapidly Engaging the Full Organization 95 It’s All about the Results 96 Quantum Jumps 98 "Back in Black" Friday 99 Employee Engagement Is Not Barbeque 100 High-Engagement 101 Critical Importance of Dialogue 101 Hear It from My Boss 102 Unbounded, But Grounded in Reality 102 Putting It All Together 104 Reaching Scale and Speed 109 Lighting 1,000 Fires Only Gets You Burned 110 Endnotes 112 Productive Speed 113 Get the Train Moving, Now 113 The Benefits of Productive Speed 116 All Aboard at Internet Speed 118 Designing the Process for Speed 121 The No-Slack Launch 123 Quick Starts 127 How Do You Keep Time? 131 Speed as a Leadership Discipline 133 Endnotes 134 Creating Leadership Power at All Levels 135 The Power Curve 136 The Under-Powered Organization 137 Shifting Up the Power Curve 137 Executive Management 138 This Is Your Day Job 139 Everyone Takes a Half Step Up 140 Middle Management 141 A Real High Flyer 142 Front-Line Managers 143 Big Ideas from within the Team 145 Sharing Power Creates Power 147 Endnotes 148 Building Operational Traction 149 Commit with Confidence, Publicly 150 Building Traction 151 Accountability 156 Simple Closed-Loop Accountability 156 Promises Versus Declarations 160 Shoot for the Moon-Drive Innovation 161 Above and Below the Waterline 163 Don’t Get Overly Fixated on the Dashboard 164 Ground Truth: The Real Results 166 Misguided Incentives 168 Performance Coaching 171 Endnotes 173 Over the Hump and Into the Slump 175 Post-Launch Blues 178 Ballast and Keel 179 Mid-Course Adjustment 181 The Process Is Not a One-Time Overlay 182 Mini-Cascades 184 Launching the New Year 187 Oh Right, the Behaviors 191 You Don’t Get to Relax 192 Plan to Punctuate the Equilibrium Regularly 192 Endnotes 194 Are You Up to the Challenge? 195 White-Hot Commitment of the Leader 196 Change the People, or Change the People 197 You Don’t Have All the Answers (And Nobody Expects You To) 201 Get Real 203 Go For It! 204 Endnotes 205 Afterword 207 Acknowledgments 217 About the Authors 221 Index 225 Organizational effectiveness LQA 42 9780132344784 Perpustakaan - Sekolah Tinggi Manajemen PPM Pusat Informasi Manajemen LQA 42 Kan 35082 Restricted (Restricted) LQA 42 Kan download_%252839%2529.jpg.jpg 38005 2011-05-13 00:00:00 2020-02-10 13:51:45 machine generated