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Transforming the Company 2nd Revised edition [Mīkstie vāki]

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  • Formāts: Paperback / softback, 384 pages, height x width: 234x142 mm, Illustrations
  • Izdošanas datums: 28-May-2004
  • Izdevniecība: Kogan Page Ltd
  • ISBN-10: 0749442700
  • ISBN-13: 9780749442705
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Transforming the Company 2nd Revised editionPalielināt
  • Formāts: Paperback / softback, 384 pages, height x width: 234x142 mm, Illustrations
  • Izdošanas datums: 28-May-2004
  • Izdevniecība: Kogan Page Ltd
  • ISBN-10: 0749442700
  • ISBN-13: 9780749442705
Citas grāmatas par šo tēmu:
Permanent link: https://www.kriso.lv/db/9780749442705.html
Keywords:
""This positive and thought-provoking book will uplift, inspire and enlighten.""-- Manager magazine


"This positive and thought-provoking book will uplift, inspire and enlighten."-- Manager magazine
Acknowledgements xiii
About the Author xv
Management Theory and Corporate Reality
1(24)
The opportunity
1(1)
The frustration
2(1)
Ten years on
3(1)
The anguished manager
3(1)
Dawning realizations
4(1)
The dangers in an age of hype
5(1)
The search for solutions
5(1)
The latent revolution
6(1)
Corporate aspiration
7(1)
Challenges
7(1)
Change imperatives
8(1)
Incremental or radical change?
9(2)
Trends
11(1)
The network organization
12(2)
Areas of uncertainty
14(1)
Attitudes and values
15(1)
A decade of experience
16(1)
The aim and focus of the book
17(1)
Critical success factors
18(2)
An overview perspective
20(1)
The purpose
20(1)
The audience
20(1)
Winning and losing
21(1)
Crisis situations
21(1)
Winners and losers
22(1)
A message of hope
22(1)
Checklist
23(1)
References
24(1)
Aspiration and Achievement
25(18)
Corporate aspiration
25(1)
Corporate reality
26(1)
Acknowledging the existence of gaps
27(1)
Avoidance and concealment
28(1)
Appearance appeal
29(1)
The temptation of the visible
30(1)
Reality resistance
30(1)
Appearance as policy
31(1)
Judging managers by their gaps
31(1)
The role of the manager
32(1)
Accountability
33(1)
Managing the gaps
34(1)
Understanding the source and nature of gaps
35(1)
Closing gaps
36(1)
Misguided attempts
37(2)
The time for decision
39(1)
The lure of the fast result
39(1)
The potential for strategic misunderstanding
40(1)
Checklist
41(1)
References
42(1)
Transforming the Board
43(32)
The hidden factor
43(1)
Corporate drive and purpose
43(1)
The function of the board
44(1)
Anticipating events
45(1)
The board and the management team
45(1)
The accountability of the board
46(1)
Shareholder and customer interests: harmony or conflict?
46(2)
Current concerns and public debate
48(1)
Assessing what needs to be done
48(1)
Gaps between requirements and reality
48(1)
Expectations regarding the contributions of directors
49(1)
Director expectations and directorial frustrations
50(1)
The gaps between actions and words
51(1)
Bridging the gap between requirement and performance
52(1)
The quality of board decisions
52(2)
Focusing on fact rather than opinion
54(1)
Avoiding reality
54(1)
People and numbers
55(1)
Decision making in crisis situations
56(1)
Letting go
56(1)
Involving and empowering
57(1)
Leadership for corporate transformation
58(1)
The boards of winners and losers
58(2)
Approaches of winners and losers
60(2)
The effective board
62(1)
Avoiding generalization
63(1)
Board size and composition
63(1)
Appointing directors
63(1)
Attracting contributors rather than courtiers
64(1)
Directorial qualities
65(1)
Developing directors
66(1)
Facilitating directors
67(1)
Harmony, unity and effectiveness
67(1)
The role of the chairman
68(1)
Self-assessment
69(1)
The board and corporate transformation
69(3)
Internationalizing the board
72(1)
Different national perspectives on boards
72(1)
Checklist
73(1)
References
73(2)
Providing Strategic and Distinctive Leadership
75(22)
Doing the vision thing
75(1)
Vision and reality
76(1)
The need for clear vision and strategy
76(1)
The importance of vision
77(1)
The distinctive vision
77(1)
The failure of implementation
78(1)
The failure to communicate and share
78(1)
Corporate transformation or corporate butchery
79(1)
Moving from machine to organism
80(1)
Mechanical and intuitive approaches
80(1)
Vision and the network organization
80(1)
Turning vision into reality
81(1)
Rooting the vision in reality
82(1)
Focus and horizon
82(2)
The international dimension
84(1)
Visioning winners and losers
85(2)
Beginning in the boardroom
87(1)
Roles and responsibilities
88(1)
Effective communication
89(1)
The effective communicator
89(1)
The potential for differentiation
90(1)
Differentiating winners and losers
91(1)
Breaking out
92(2)
Danger areas
94(1)
Vision and communication
94(1)
Checklist
95(1)
References
96(1)
Winning Business and Building Customer Relationships
97(24)
Corporate transformation and the customer
97(1)
Staying close to the customer
98(1)
The challenge of implementation
98(1)
Something is wrong
99(1)
Reactions to a changing business environment
100(1)
Caring
100(1)
The customer in rhetoric
101(1)
The customer in reality
101(1)
How losers treat their customers
102(1)
The bureaucratic organization and the customer
103(1)
Size and responsiveness
104(1)
What winners do differently
104(2)
People and the network organization
106(1)
Values and the network organization
107(1)
Creating new relationships
107(2)
Learning from the customer
109(1)
Building relationships with customers
110(1)
Reconciling integration and focus
111(1)
Thinking it through
112(1)
Barrier analysis
112(1)
Speed of response
113(1)
Tackling sources of delay
114(1)
Segmentation, prioritization and differentiation
115(1)
Who is responsible for the customer?
116(1)
Who speaks for the customer in the boardroom?
117(1)
The fate of the functional director
117(1)
Checklist
118(1)
References
119(1)
Further information
119(2)
Transformation Intentions and Business Development Outcomes
121(22)
Aspiration
121(1)
How much transformation?
121(2)
Incremental or fundamental change
123(1)
Transforming the leviathan
123(2)
Rhetoric and aspirations
125(1)
Senior management preoccupations
126(1)
The implications of change
127(1)
Moving from the particular to the general
128(1)
The timing of change
129(1)
The need for new attitudes
129(2)
Formal and informal organization
131(1)
Winning business
132(1)
Business development losers
132(1)
Letting customers go
133(1)
Business development winners
133(1)
Making the commitment
134(1)
Locking customers in
135(1)
Wanting to win
135(2)
New problems for old
137(1)
The transformation jigsaw puzzle
138(1)
Leadership for corporate transformation
139(1)
Checklist
140(1)
References
141(1)
Further information
141(2)
Replacing Rhetoric with Communication
143(20)
Communications activity
143(1)
Communications results
143(1)
Transformation and communication
144(1)
The need for effective communication
145(1)
The reality of corporate communication
146(1)
The communications paradox
147(1)
Communicating quality
147(1)
Communications and the network organization
148(1)
Involving or inhibiting through technology
149(1)
Counter-productive communications
150(1)
Dividing by communication
151(1)
Communications within losers
152(1)
Communications within winners
152(1)
Communicating corporate capabilities
153(2)
Communication and corporate transformation
155(1)
Communication and diversity
156(1)
Communication by role-model example
157(1)
The effective communicator
158(1)
Communication and caring
158(2)
Symbols
160(1)
Checklist
161(1)
References
162(1)
Introducing More Flexible Patterns of Work and Knowledge Management
163(24)
Work, flexibility and the network organization
163(2)
So what's new?
165(1)
The network organization
166(1)
Technology and networking
166(1)
The potential for fulfilment
167(1)
Frustration rather than fulfilment
168(1)
Groups, teams and projects
168(1)
The curse of ageism
169(1)
The terror of termination
170(1)
Age and training
170(1)
Flexible companies
171(1)
Flexibility and business development
171(1)
Work and corporate transformation
172(1)
How losers operate
172(1)
Change and satisfaction
173(1)
Winning ways
174(1)
Encouraging diversity
174(1)
Knowledge management
175(1)
Problem areas
176(1)
Establishing the fundamentals
177(1)
Knowledge creation and consumption
178(1)
Network access to knowledge and skills
179(2)
How losers define capabilities
181(1)
Winning concerns
181(1)
The requirement for flexible implementation
182(2)
Introducing new patterns of work
184(1)
Mortality and change
184(1)
Checklist
185(1)
References
186(1)
Further information
186(1)
From Quality through Business Excellence to Entrepreneurship
187(20)
Panacea or placebo?
187(2)
The relevance of quality
189(1)
Understanding why commitment is lacking
190(1)
Individualism and collectivism
191(1)
Losing attitudes and practices
191(1)
How winners think and behave
192(1)
Beware of awards
193(1)
Individuals and enterprise
194(1)
Opportunities for entrepreneurship
195(1)
Transformation into an enterprise colony
196(1)
Information- and knowledge-based offerings
197(1)
Managing intellectual capital
198(1)
Information and knowledge entrepreneurs
199(1)
Information and knowledge entrepreneurship
200(1)
New markets for intellectual property
201(3)
Checklist
204(1)
References
205(1)
Further information
205(2)
Understanding the Business Environment
207(12)
The physical dimension
207(1)
The environment and the network organization
207(1)
The questions
208(1)
The evidence
208(1)
Threats and opportunities
209(2)
Understanding the business environment and context
211(1)
Environmental schizophrenia
212(2)
The lure of the simple
214(1)
The drive for speed
215(1)
Checklist
216(1)
References
216(1)
Further information
217(2)
Operating in the International Marketplace
219(22)
The opportunity
219(1)
The global perspective
219(1)
The challenge
220(1)
The gap between aspiration and achievement
221(1)
The roots of frustration
221(1)
Addressing reality
222(1)
Nationality and the network organization
223(1)
International awareness
224(1)
Mobility and internationalization
224(1)
The goal of the network organization
225(1)
The network solution
226(1)
Understanding the procurement process
226(2)
Customers -- the purpose of internationalization
228(1)
Matching corporate and customer culture
228(2)
Naive expectations
230(1)
Joint venture management
231(1)
Corporate transformation -- the benefits
232(1)
Corporate transformation -- the dangers
233(1)
International empowerment
233(1)
Diversity
234(1)
Reconciling unity with diversity
235(1)
Evolutionary exploration
236(1)
Learning from others
237(1)
Checklist
238(1)
References
238(1)
Further information
239(2)
From Confrontation to Collaboration
241(20)
Scope for conflict
241(2)
Aspiration and achievement
243(1)
Acknowledging conflict
243(1)
Tensions between directors and managers
244(1)
Apportioning the blame
245(1)
The head office-business unit divide
246(1)
Relationships between holding, subsidiary and operating companies
246(1)
Conflict within the network
247(1)
Differing national perspectives
248(1)
Culture and corporate transformation
248(1)
The desirability of conflict
249(1)
Mechanisms for avoiding conflicts
249(1)
Handling conflicts
250(1)
Identifying common ground
251(1)
The invisible dimension
252(1)
From vertical to horizontal view
253(1)
Integrating through processes
253(2)
Collaborating with others
255(1)
Selecting collaborators
256(1)
Building relationships
256(2)
Shared learning
258(1)
Checklist
259(1)
References
259(1)
Further information
260(1)
Integrating Learning and Working
261(24)
Destroying the drive to learn
261(1)
The high cost of limiting potential
262(1)
The corporate challenge
262(1)
Rhetoric and reality
262(1)
Challenging the conventional wisdom
263(1)
Unintended consequences
264(1)
Learning about learning
265(1)
Development and corporate objectives
266(1)
Supporting corporate transformation
267(1)
Learning in a dynamic environment
268(1)
The process view
269(1)
The learning process
269(1)
Destructive tendencies
270(1)
Establishing links and relationships
271(2)
New sources of insight
273(1)
Death by cloning
274(1)
Putting in and taking out
274(2)
Active involvement
276(1)
Thinking and learning
276(1)
Winning cultures
277(1)
Learning from experience
277(3)
Learning partnerships
280(1)
Building the learning network
281(1)
The key questions
281(1)
Checklist
282(1)
References
283(1)
Further information
283(2)
Partnering with Consultants and Business Schools
285(20)
An unprecedented opportunity
285(1)
The blind leading the blind
286(1)
People and corporate transformation
286(1)
Doubts and concerns
287(1)
The adviser as learner
288(1)
Management of change
289(1)
The limitations of external advice
289(2)
The migration from external support to self-help
291(1)
The naive and the innocent
291(1)
Suspicion of the experts
292(2)
Managing what isn't
294(1)
Dangers of self-reliance
294(1)
Partnering
295(1)
Corporate credentials
296(1)
Building partnerships
297(1)
Learning relationships
298(1)
Managing intellectual capital
298(2)
Roots of incompatibility
300(1)
Preparation for a changing world
301(1)
Diversity and the network
302(1)
Implications
302(1)
Checklist
303(1)
References
304(1)
Further information
304(1)
IT, e-Business and Corporate Transformation
305(14)
The network organization
305(1)
The bottomless pit
306(1)
IT and corporate transformation
306(1)
The misapplication of IT
307(1)
Aspiration and the opportunity for IT
308(1)
The contribution of IT
309(1)
The network organization
310(1)
Embracing e-business
311(1)
Winning and losing approaches
312(3)
IT and the `new elite'
315(1)
IT: an enabler or a barrier?
315(1)
Checklist
316(1)
References
317(1)
Further information
317(2)
Supporting the Network Organization
319(16)
Embracing the globe
319(1)
The fear of scale
319(1)
The value of the international network
320(1)
Speed of response
321(1)
Information and understanding
322(1)
Sowing the seeds
323(1)
Changing attitudes
323(1)
How losers approach customer relationships
324(1)
How winners develop strategic customer relationships
325(2)
Technology to manage intellectual capital
327(2)
The opportunity for the IT buyer
329(1)
Supporting rather than replacing people
329(1)
Making the vision happen
330(1)
Assessment criteria
331(1)
Completing the transformation jigsaw puzzle
332(1)
Checklist
333(1)
References
333(1)
Further information
334(1)
Creating the International Learning Network
335(24)
The credo and the back alley
335(1)
Bringing learning into the network
336(1)
Learning isn't working
336(1)
The learning process
337(1)
Diverse corporate requirements
337(1)
Learning and technology
338(1)
Missing elements
339(1)
Selecting the technology to apply
340(2)
Managing the learning network
342(1)
Corporate experience
343(1)
Corporate learning strategy
344(1)
Reviewing approaches to corporate learning
345(1)
How losers approach training and development
346(1)
How winners set out to learn
347(1)
Creating and exploiting intellectual capital
348(1)
Losers and know-how creation and exploitation
349(1)
What winners do differently
349(1)
Taking remedial action
350(1)
Key questions to ask
351(2)
Supporting entrepreneurship
353(1)
Recognizing contributions
354(1)
Directors of learning and thinking
355(1)
Checklist
356(1)
References
356(1)
Further information
357(2)
Springing the Trap
359(24)
Breaking out
359(1)
Alluring prospects and persistent uncertainties
360(1)
Managing change
361(1)
The rationale for change
361(1)
Matching strategy and capability
362(1)
Considering the implications of change
363(1)
Continuity and change
364(1)
Managing the transformation process
365(1)
Management requirements
365(2)
Commitment to change
367(1)
Change and control
367(1)
Communications skills
367(1)
Consequences as opportunities
368(1)
Regression and nostalgia as an arena of opportunity
369(1)
Changing attitudes and behaviour
370(1)
Change and transformation losers
370(2)
Change and transformation winners
372(4)
Preserve diversity, stay fluid and keep learning
376(2)
Reinforce success
378(1)
Go for it
378(2)
Checklist
380(1)
References
381(2)
Appendix: `Winning Business' Best Practice Programme 383(2)
Index 385
Colin Coulson-Thomas was educated at the London School of Economics and at the universities of Aston, Chicago and Southern California. He is Professor of Competitiveness at Luton Business School, Luton University and the National Centre for Competitiveness. He is also Visiting Professor at the Management Development Institute in Delhi. He holds a portfolio of directorships and is Chairman of Adaptation Ltd, ASK Europe plc, Cotoco Ltd and Policy Publications.

A counsellor on business development and corporate direction, transformation and learning, he has helped over 50 boards to improve board and corporate performance. Colin is also Chairman of the judges for the e-Business Innovations Awards. He is the author or co-author of over 30 books and reports.