Mohan Nair

Strategic Business Transformation (eBook, PDF)

The 7 Deadly Sins to Overcome

• Format: PDF

Produktbeschreibung

Strategic Business Transformation The seven deadly sins to overcome What can Gandhi, Mother Teresa and Nelson Mandela teach us about running businesses that face transformation in their markets. This book courageously offers that businesses that transform markets or respond to transformation know that they must transform themselves before they transform others. Great companies find a cause greater than themselves, organizes this cause into executable momentum and conquers the imagination of the market. Transforming your business requires a recipe powered by a cause not missions. Read and see how and why.

---

Dieser Download kann aus rechtlichen Gründen nur mit Rechnungsadresse in A, B, BG, CY, CZ, D, DK, EW, E, FIN, F, GR, HR, H, IRL, I, LT, L, LR, M, NL, PL, P, R, S, SLO, SK ausgeliefert werden.

Produktdetails

• Verlag: John Wiley & Sons
• Seitenzahl: 240
• Erscheinungstermin: 24. August 2011
• Englisch
• ISBN-13: 9781118134436
• Artikelnr.: 37346717

Autorenporträt

MOHAN NAIR is Chief Innovation Officer of a health plan in the Northwest/Mountain region. He founded Emerge Inc., a transformation advisory firm, in 1993 and is the former director and president of ABC Technologies Inc. He has authored two books on cost and performance management. In 2009, the Marketing Leadership Council of the Corporate Executive Board highlighted him as a "Marketing Thought Leader."

Inhaltsangabe

Foreword. Preface. Acknowledgments. Chapter 1: Overview. Strategy and
Strategic Business Transformation. Why another Book on Strategy? If
Dinosaurs had Strategy Tools would they have survived? Predicting Market
Transformation. What is Strategic Business Transformation? Importance of
the Transformation Effect. Markets in Transformation are Recreating
Themselves. Summary and Observations. Notes. Chapter 2: Strategic Business
Transformation: Seven Sins to Overcome. Ignoring the New Principles of
Business Transformation. Driving without a Cause. Missing Market Momentum.
Ignoring the Two Orders of Value. Overlooking Transformational Servant
Leadership. Mistaking Capability for Strategic Competence. Expecting
Flawless Execution without a Performance Platform. Seven Sins as a
Framework for Strategic Business Transformation. Summary and Observations.
Notes. Chapter 3: Sin #1: Ignoring the New Principles of Business
Transformation. Aligning Transformational Leadership with Corporate
Strategy. Gaining Integrated Strategic Insight with Transformational
Leadership. Linking Strategic Insight with Servant Leadership. Summary and
Observations. Notes. Chapter 4: Sin #2: Driving without a Cause.
Transformation Needs Momentum not Movement. Death of Mission; Birth of
Cause. Where Do Causes Come from? Can an Organization Transform Markets
without a Cause? Summary and Observations. Notes. Chapter 5: Sin #3:
Missing Market Momentum. Why is Momentum in Markets Important? Measuring
Momentum of Markets and Companies. What is Strategic Business Momentum? New
Customers in Old Clothing. Summary and Observations. Notes. Chapter 6: Sin
#4: Ignoring the Two Orders of Value. Low-order Value. Symbolic Value
Propositions. Summary and Observations Notes. Chapter 7: Sin #5:
Overlooking Transformational Servant Leadership... Increasing our Choices
of Transformational Leaders. The Era of the Transformational Leader. What
is Transformational Servant Leadership? Are Transformational Servant
Leaders Born or Made? Conditions that Bring out Transformational Servant
Leaders. Diary of a Transformational Servant Leader. Summary and
Observations. Notes. Chapter 8: Sin #6: Mistaking Capability for Strategic
Competency. Strategy as a Portfolio of Competencies. Identifying,
Isolating, and Enabling Core Competencies. Difference between Recipe
(Competency) and Ingredient (Capability). Finding the Positive "After
Taste" for Customers. Key Capabilities for Transforming Markets. Summary
and Observations. Notes. Chapter 9: Sin #7: Expecting Flawless Execution
without a Performance Platform. Two Elements of a Performance Platform.
Four Dimensions of Corporate Performance Management. Educating the
Enterprise about Transformation with an Eye to the Dominant Subsystem.
Understanding the Organizational Dominant Subsystem Demands Observations.
People Subsystem. Technology Subsystem. Process Subsystem. Basics of
Business Intelligence. Summary and Observations. Notes. Chapter 10: Tales
of Transformation. TriQuint Semiconductor. Starbucks. Southwest Airlines.
Les Schwab Tires. Markets in Transformation or Ready for Transformation
Notes. Glossary. Suggested Reading. About the Author. Index.