Our companies are changing. What used to be trivial is now important, and vice versa. Globalization, technology, sustainability, and values each help define a company's triple bottom line. Ignoring changes in these areas leads to diminishing returns-and eventual failure.
Our companies are changing. What used to be trivial is now important, and vice versa. Globalization, technology, sustainability, and values each help define a company's triple bottom line. Ignoring changes in these areas leads to diminishing returns-and eventual failure.
Brian Strobel has been leading people in operational environments for thirty years. His initial academic pursuits trained him to be a physicist, but life had other plans. He's led large-scale military operations and led change across large companies. He's certified as a trainer for Situational Leadership, a Professional Coach, a Lean Six Sigma expert, and a Manager of Quality/Organizational Excellence. He earned a Master's in Management and one in Executive Leadership, to include study under Ken Blanchard. His resume reveals a consultant, corporate executive, author, and Marine Officer. But resumes can fail to summarize what's important. A better summary relates he strives to be a servant to those he leads. Brian's path has been different than most, but always one focused on excellence. This path eventually revealed life's plan. He's now fully dedicated to this pursuit, living in the foothills of the Sierra Nevada with his wife and his new dog. When not helping others in the pursuit of excellence, you can find him with his wife and that dog enjoying the mountains.
Inhaltsangabe
Introduction PART I Things That Are and That Could Be Chapter 1 Start with the Beginning but Focus on the End PART II Things We Don't See Chapter 2 Validating Our Values and Beliefs Chapter 3 Honing Our Culture Chapter 4 Clarifying Our Leadership Chapter 5 Aligning Our Strategy Chapter 6 Integrating Our Systems and Structures Chapter 7 Understanding Our Marketspace PART III Things We Do See Chapter 8 Engaging Our People Chapter 9 Improving Our Processes Chapter 10 Realizing Our Products PART IV Things the Customer Sees Chapter 11 Optimizing the Customer Experience PART V Why These Things Matter Chapter 12 Application
Introduction PART I Things That Are and That Could Be Chapter 1 Start with the Beginning but Focus on the End PART II Things We Don't See Chapter 2 Validating Our Values and Beliefs Chapter 3 Honing Our Culture Chapter 4 Clarifying Our Leadership Chapter 5 Aligning Our Strategy Chapter 6 Integrating Our Systems and Structures Chapter 7 Understanding Our Marketspace PART III Things We Do See Chapter 8 Engaging Our People Chapter 9 Improving Our Processes Chapter 10 Realizing Our Products PART IV Things the Customer Sees Chapter 11 Optimizing the Customer Experience PART V Why These Things Matter Chapter 12 Application
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