J-B US non-Franchise Leadership: The Three Tensions (PDF)
Winning the Struggle to Perform Without Compromise
(Sprache: Englisch)
A manager argued that he could either increase his business unit'smargins or its sales, but not both. His chief executive remindedhim of the time when people lived in mud huts and faced the starkchoice between light and heat: punch a hole in the side of...
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A manager argued that he could either increase his business unit'smargins or its sales, but not both. His chief executive remindedhim of the time when people lived in mud huts and faced the starkchoice between light and heat: punch a hole in the side of your hutand you let the daylight in but also the cold, or block up all theopenings and you stay warm but sit in darkness. The invention ofglass made it possible to overcome the dilemma--to let in thelight but not the cold. How then, he asked his manager, will youresolve your dilemma between no sales or no margin improvement?Where is the glass?
--From the Introduction
"To win, leaders have to push their companies beyond trade-offs.They must find strong growth at premium returns, not one or theother. They must deliver great results today and build for thefuture at the same time, not push for earnings that can't besustained. The Three Tensions is about having both at thesame time, more of the time. I recommend it to any manager seriousabout winning."
--James Kilts, former chairman, CEO, and president, TheGillette Company
"Leadership can't be just about telling people what you expectof them. The Three Tensions sets out a range of helpfultactics leaders can adopt to really engage their people in thesearch for good performance on many fronts."
--Andrew Cosslett, chief executive, InterContinental HotelsGroup PLC
"The Three Tensions speaks to fundamental managementissues, perhaps the most fundamental. Managers looking for newideas on how to improve performance will find it very stimulating.I found my own thinking very much influenced by it."
--John Roberts, professor of economics, strategic management,and international business, Stanford Business School
--From the Introduction
"To win, leaders have to push their companies beyond trade-offs.They must find strong growth at premium returns, not one or theother. They must deliver great results today and build for thefuture at the same time, not push for earnings that can't besustained. The Three Tensions is about having both at thesame time, more of the time. I recommend it to any manager seriousabout winning."
--James Kilts, former chairman, CEO, and president, TheGillette Company
"Leadership can't be just about telling people what you expectof them. The Three Tensions sets out a range of helpfultactics leaders can adopt to really engage their people in thesearch for good performance on many fronts."
--Andrew Cosslett, chief executive, InterContinental HotelsGroup PLC
"The Three Tensions speaks to fundamental managementissues, perhaps the most fundamental. Managers looking for newideas on how to improve performance will find it very stimulating.I found my own thinking very much influenced by it."
--John Roberts, professor of economics, strategic management,and international business, Stanford Business School
Inhaltsverzeichnis zu „J-B US non-Franchise Leadership: The Three Tensions (PDF)“
Foreword. Introduction. 1 The Corporate Cycle. 2 Profitability vs. Growth. 3 Today vs. Tomorrow. 4 Whole vs. Parts. 5 Breaking the Corporate Cycle. 6 The Next Big Thing. Appendix A: Market Value and Batting Average. Appendix B: Our Research Methodology. Notes. Selected Reading. Acknowledgments. About the Authors. Index.
Autoren-Porträt von Dominic Dodd, Ken Favaro
The authors are from Marakon Associates, called by Fortune magazine "the best-kept secret in consulting" and by The Economist "a consultancy that has advised some of the world's most consistently successful companies." Dominic Dodd is a senior advisor of Marakon Associates. Since joining the firm in 1989, he has been a managing partner and Marakon's worldwide director of marketing and communications. He lives in London. Ken Favaro is co-chairman of Marakon Associates. In his 22 years with the firm, he has been regional managing partner for Europe and has served two terms as Marakon's chief executive. He lives in New York. For more information about the book or to contact the authors, please visit www.thethreetensions.com.
Bibliographische Angaben
- Autoren: Dominic Dodd , Ken Favaro
- 2008, 250 Seiten, Englisch
- Verlag: John Wiley & Sons
- ISBN-10: 0787988944
- ISBN-13: 9780787988944
- Erscheinungsdatum: 28.06.2008
Abhängig von Bildschirmgröße und eingestellter Schriftgröße kann die Seitenzahl auf Ihrem Lesegerät variieren.
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