Beyond Control
Managing Strategic Alignment through Corporate Dialogue
(Sprache: Englisch)
Technology has made it possible to apply a new management philosophy. Leaders can let go and still be in control. They can involve key people without losing momentum. Companies can consistently measure organizational capability over time, and accurately...
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Technology has made it possible to apply a new management philosophy. Leaders can let go and still be in control. They can involve key people without losing momentum. Companies can consistently measure organizational capability over time, and accurately benchmark soft management areas, and a virtual CEO office really does work.
Klappentext zu „Beyond Control “
Technology has made it possible to apply a new management philosophy. Leaders can let go and still be in control. They can involve key people without losing momentum. Companies can consistently measure organizational capability over time, and accurately benchmark soft management areas, and a virtual CEO office really does work. Founded on three key insights (the operating arena; managing by pull and push; and the web based dialogue centre), Beyond Control offers a revolutionary model for shifting the management focus from structured control to guided interaction. Using this approach companies can build a participative operating system that creates space for managers to excel, and avoids the unpleasant surprises that can lead to corporate scandals.
Inhaltsverzeichnis zu „Beyond Control “
- Preface.- Key Insights.
PART I Moving Beyond Control.
1. Strategic Alignment: Is a New System Needed?
2. The Corporate Black Box: Understanding History.
3. The Operating Arena: Aligning the Space.
4. Leadership Beyond Control: Creating the Push.
5. The Corporate Dialogue: Activating the Agenda.
6. The Dialogue Centre: Installing the Toolbox.
7. The Fundamentals: A Mindset for Pull and Push.
PART II Managing the Alignment: Life in the operating arena.
8. The Chief Executive Officer: A Leap of Faith.
9. The Chief Financial Officer: Guarding the Equation.
10. The Human Resource Director: Aligning Talent.
* The Communications Director: The Coherent, Consistent Storyline.
- Lessons.
- Epilogue.
- Appendix I: Gap Analysis.
- Appendix II: Campaign Invitations and Protocols.
- Appendix III: A Case on Measuring - ABN AMRO.
- Appendix IV: A Case on Matching - Numico.
- Appendix V: A Case on Managing - Sara Lee/DE.
- Appendix VI: How Aligned Is Your Company?
- Index.
Autoren-Porträt von Fred Lachotzki, Robert Noteboom
Fred Lachotzki has thirty years of experience as manager, president and non-executive director in Europe, the USA and the Far East. As a Professor of business policy he has been teaching strategy formulation and execution for many years. He has served or is serving on a number of boards in an executive as well as a non-executive capacity, both nationally as well as internationally.Robert Noteboom is an independent strategy consultant, prior to which he was Associate Director Customer Value Management at PricewaterhouseCoopers. He is also lecturer for e-Business Strategy at Nyenrode University, the Netherlands.
Both authors were involved in the founding of MeyerMonitor, a management consulting company dedicated to improving organizational effectiveness by helping global companies focus on their strategic agenda via a 'digital dialogue'. Since its founding in 1998 MeyerMonitor has applied the models and methodologies on which this book is based in various projects, serving many large multinational companies and generating a wealth of positive research data.
Bibliographische Angaben
- Autoren: Fred Lachotzki , Robert Noteboom
- 2005, 1. Auflage, 256 Seiten, Maße: 15,7 x 23,5 cm, Gebunden, Englisch
- Verlag: Wiley & Sons
- ISBN-10: 0470011521
- ISBN-13: 9780470011522
- Erscheinungsdatum: 31.08.2005
Sprache:
Englisch
Pressezitat
"...every CEO, manager, board member and business student can gain something from this book..." (Credit Control Journal, July 05) "This book is full of well presented, sound advice..." (Professional Manager, September 05) "...worth a read..." (Gulf Business, January 06) " important issues that need to be taken very seriously by all today s CEOs " ( Long Range Planning , August 2006)
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