Executing Your Business Transformation: How to Engage Sweeping Change Without Killing Yourself Or Your Business

Praise for Executing Your Business Transformation
"This book reflects the authors′ valuable experience in the trenches of some difficult cases, where egos, politics, and culture get in the way of making substantive, quick organizational change."
—Neil Smith, managing partner, SmithO′Brien
"Executing Your Business Transformation identifies the key problems facing every successful business and offers insightful and valuable strategies that not only protect but pave the way for continued success."
—Steve Gill, vice president, product marketing and business development, ALLDATA LLC
"Without evolution to respond to changing business conditions, organizations will die. This book really helps to explain this need and the constant requirement to avoid tactical and strategic lethargy. Get the message or go out of business—what could be more simple?"
—Howard Charney, senior vice president, Cisco Systems, and cofounder, 3Com
"Today everyone should know that organizations must transform. We spent the last decade (or more) learning that and seeing what happens when organizations either don′t transform or fail to do it well. Executing Your Business Transformation provides a framework, examples, and questions that lead to the in–depth introspection every organization needs before and during transformation. I think the book may be even more valuable where leaders don′t see the need to transform; maybe by reading it, they can see the error of their ways before it′s too late."
—Sean Morgan, professor, California State University, Chico
"Transformational change is a tall order for any leader. If you are contemplating making sweeping change, you owe it to yourself and your people not only to read but to study this book. The authors make visible, in a holistic fashion, the critical aspects of any business that must be addressed to prevent waste and failure."?
—Robert W. Lauridsen, CE O, Strategy Execution Challenge

Spis treści:
Introduction.
The transformation challenge.
1 Once Upon a Time In Transformation.
Profiles of selected companies in transformation.
2 What Got You Here May Kill You There.
Letting go of legacy success in order to prosper in the future.
3 Yesterday′s Leadership Skills May Prevent Tomorrow′s Success.
Aligning leadership with transformation.
4 There Is No Strategy If Nobody Knows What to Do.
Translating strategy into action moving forward.
5 Transforming Strategy Requires More Than Expensive Software.
How to keep from being a fool with a tool.
6 Transform Human Resources into a Strategic Advantage.
How to engage HR at a strategic level.
7 Your Customers Are Always Right, Except When They Aren′t.
Doing what is right for customers even when it is not what they asked for.
8 Don′t Let Analysts Run Your Business.
Pleasing the street is not always what it′s cracked up to be.
9 Merger Is Not a Four–Letter Word.
How to reduce the risk of value loss in merging companies.
10 Who Melted My Cheese?
How to deal with the mixture of two different recipes for success
11 Spin Is Overrated for Creating Value.
Replacing rhetoric with real communication.
12 Consultants Are Not an Excuse for Not Knowing Your Business.
How to engage professional services for maximum return.
Conclusion.
Next steps in creating better models and methods to transform organizations.
Acknowledgments.
About the Authors.
Index.

Nota biograficzna:

Mark I. Morgan is CEO of StratEx Advisors, Inc., and lead author of Executing Your Strategy. He has thirty?–plus years of industry experience in business start–ups, business development, management, leadership, and project, program, and portfolio management.
Andrew B. Cole is vice president of human resources at A123 Systems. He is former senior v ice president and director of human resources at APC and senior vice president of human resources for the CPAC Division of Schneider Electric.
David R. Johnson is senior vice president of home and business at APC. He also served as senior vice president of worldwide sales at APC where he led a team of more than 2,000 people.
Robert J. Johnson is vice president of enterprise solutions at A123 Systems and former CEO and president of North America for APC.

Okładka tylna:

Praise for Executing Your Business Transformation
"This book reflects the authors′ valuable experience in the trenches of some difficult cases, where egos, politics, and culture get in the way of making substantive, quick organizational change."
—Neil Smith, managing partner, SmithO′Brien
"Executing Your Business Transformation identifies the key problems facing every successful business and offers insightful and valuable strategies that not only protect but pave the way for continued success."
—Steve Gill, vice president, product marketing and business development, ALLDATA LLC
"Without evolution to respond to changing business conditions, organizations will die. This book really helps to explain this need and the constant requirement to avoid tactical and strategic lethargy. Get the message or go out of business—what could be more simple?"
—Howard Charney, senior vice president, Cisco Systems, and cofounder, 3Com
"Today everyone should know that organizations must transform. We spent the last decade (or more) learning that and seeing what happens when organizations either don′t transform or fail to do it well. Executing Your Business Transformation provides a framework, examples, and questions that lead to the in–depth introspection every organization needs before and during transformation. I think the book may be even more valuable where leaders don′t see the need to transform; maybe by reading it, they can see the error of their ways before it′s too late."
—Sean Morgan, professor, California State University, Chico
"Transformational change is a tall order for any leader. If you are contemplating making sweeping change, you owe it to yourself and your people not only to read but to study this book. The authors make visible, in a holistic fashion, the critical aspects of any business that must be addressed to prevent waste and failure."?
—Robert W. Lauridsen, CEO, Strategy Execution Challenge