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Informationen zum Autor Hugh Davidson Klappentext It is easier to describe vision and values than implement them. However this updated paperback edition of The Committed Enterprise shows how to achieve success by understanding the needs of stakeholders and maximising them. It details the Seven Best Practices for making vision and values work and is based on research with leaders from 125 leading enterprises worldwide. Using a unique format to allow fast track or in-depth reading the book includes hundreds of examples from enterprises as diverse as PepsiCo, Caltech, Tesco, Mayo Clinic, BP, New York Police Department, DuPont, UPS and many others. The text is essential reading for managers, and students of strategic organisational strategy. Zusammenfassung Aimed at showing how to achieve success by understanding the needs of stakeholders and maximising them, this book details seven practices for making vision and values work which is based on research with leaders from 125 enterprises worldwide. It includes hundreds of examples from enterprises as diverse as PepsiCo, Caltech, Clinic, BP, and more. Inhaltsverzeichnis Chapter 1 The new challenge for organization leaders; Chapter 2 How vision and values create Committed Enterprises; Chapter 3 The seven best practices for creating the Committed Enterprise; Chapter 4 Building the foundations of the Committed Enterprise; Chapter 5 Measuring the strength of the vision … If there is one; Chapter 6 Timing and building a new vision; Chapter 7 Creating hard values for sustainable advantage; Chapter 8 Emotional activism – communicating by action, signals and words; Chapter 9 Creating systems to embed vision and values; Chapter 10 Branding the Committed Enterprise; Chapter 11 The hard-edged organization – measurement; Chapter 12 Why most vision and values programmes fail; Chapter 13 Vision and values before and after acquisitions; Chapter 14 Aligning individuals and organizations; Chapter 15 A renewable process for vision and values;...
List of contents
Chapter 1 The new challenge for organization leaders; Chapter 2 How vision and values create Committed Enterprises; Chapter 3 The seven best practices for creating the Committed Enterprise; Chapter 4 Building the foundations of the Committed Enterprise; Chapter 5 Measuring the strength of the vision ... If there is one; Chapter 6 Timing and building a new vision; Chapter 7 Creating hard values for sustainable advantage; Chapter 8 Emotional activism - communicating by action, signals and words; Chapter 9 Creating systems to embed vision and values; Chapter 10 Branding the Committed Enterprise; Chapter 11 The hard-edged organization - measurement; Chapter 12 Why most vision and values programmes fail; Chapter 13 Vision and values before and after acquisitions; Chapter 14 Aligning individuals and organizations; Chapter 15 A renewable process for vision and values;
