Organizational Change in 100 Days: A Fast Forward Guide

Oxford University Press
Free sample

In an age of rapidly changing technology, shifting global opportunities, and activist shareholders, executives are expected to respond quickly. These executives are seeking tools that will allow them to keep a step ahead of changes in the business environment, because they are critically aware of the fact that slow change equals slow death.Organizational Change in 100 Days: A Fast Forward Guide is one such tool. Developed to be used as a companion to Fast Forward: Organizational Change in 100 Days, this book provides exercises and worksheets that will allow the reader to develop and implement a plan for organizational change. This guide's flexible format can be used either in groups or by individuals, and will be especially useful to facilitators, trainers, and consultants who work with companies on change strategies.
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Additional Information

Publisher
Oxford University Press
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Published on
Mar 20, 2003
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Pages
128
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ISBN
9780195343762
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Best For
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Language
English
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Genres
Business & Economics / Industrial Management
Business & Economics / International / General
Business & Economics / Leadership
Business & Economics / Organizational Behavior
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Content Protection
This content is DRM protected.
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Eligible for Family Library

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The global phenomenon that has sold 3.6 million copies, is published in a record-breaking 46 languages and is a bestseller across five continents—now updated and expanded with new content

In this perennial bestseller, embraced by organizations and industries worldwide, globally preeminent management thinkers W. Chan Kim and Renée Mauborgne challenge everything you thought you knew about the requirements for strategic success. Recognized as one of the most iconic and impactful strategy books ever written, Blue Ocean Strategy, now updated with fresh content from the authors, argues that cutthroat competition results in nothing but a bloody red ocean of rivals fighting over a shrinking profit pool. Based on a study of 150 strategic moves (spanning more than 100 years across 30 industries), the authors argue that lasting success comes not from battling competitors but from creating “blue oceans”—untapped new market spaces ripe for growth.

Blue Ocean Strategy presents a systematic approach to making the competition irrelevant and outlines principles and tools any organization can use to create and capture their own blue oceans. This expanded edition includes:

A new preface by the authors: Help! My Ocean Is Turning RedUpdates on all cases and examples in the book, bringing their stories up to the present timeTwo new chapters and an expanded third one — Alignment, Renewal, and Red Ocean Traps — that address the most pressing questions readers have asked over the past 10 years

A landmark work that upends traditional thinking about strategy, this bestselling book charts a bold new path to winning the future. Consider this your guide to creating uncontested market space—and making the competition irrelevant.

To learn more about the power of blue ocean strategy, visit blueoceanstrategy.com. There you’ll find all the resources you need—from ideas in practice and cases from government and private industry, to teaching materials, mobile apps, real-time updates, and tips and tools to help you make your blue ocean journey a success.

The 7 Habits of Highly Effective People by Stephen R. Covey | Summary & Analysis

 

Preview:


The 7 Habits of Highly Effective People is a self-help book that outlines seven skills to develop in order to increase efficiency and have more rewarding interpersonal relationships.

Living according to the seven habits requires paradigm shifts that allow an individual to become flexible enough to change. One is the shift in associations when considering independence and interdependence. Independence, which is more valued by contemporary personality-driven trends, can cause problematic isolation and stifle cooperation. Interdependence describes a healthier approach that enables teamwork. The seven habits also require an understanding of the difference between production, or results, and production capacity, the processes that generate the results, neither of which can be prioritized at the cost of the other.

The first three habits relate to private victories. First, people should restrict their efforts to the things that they can actually influence, and not waste energy on things that cause worry but cannot be directly controlled...

 

 

PLEASE NOTE: This is key takeaways and analysis of the book and NOT the original book.

 

Inside this Instaread Summary of The 7 Habits of Highly Effective People

 

·      Overview of the book

·      Important People

·      Key Takeaways

·      Analysis of Key Takeaways

 

About the Author

With Instaread, you can get the key takeaways, summary and analysis of a book in 15 minutes. We read every chapter, identify the key takeaways and analyze them for your convenience.

 The Work of Management

A Daily Path to Sustainable Improvement 

Author and CEO Jim Lancaster tells a practical and inspiring story on two levels. It’s a close-up, candid look at his personal transformation as a leader. It’s also a practical, in-depth, business case study of Lantech’s lean transformation, relapse, and comeback that American manufacturing – and other industries — can use to profitably transform themselves.

In his engaging story, Lancaster reveals:

Why Lantech, a stellar lean performer for a decade, struggled over time (like many other companies) to sustain gains and improve financial performance.Why 60 to 90 minutes of daily frontline management activities are a CEO’s most important minutes of the day for sustaining and growing their business.8 steps executives can take to lead experiments to create a bullet-proof, real-time daily management system without expensive consultants.Why daily management requires a major shift in managers’ mindsets and behaviors from giving orders and judging individuals on performance to asking questions and enabling good work by people at lower levels so metrics are routinely met.How daily management and sustainable continuous improvement produces dramatic positive effects on the bottom line.What happens in daily huddles where team members review how well they are sustaining gains and staying on track.How to practice true lean leadership in which "bosses" truly act like coaches -- not solving problems for people but asking them what they can to do help.How Lantech ties together all facets of the company in an integrated way (from sales to production).Why it deeply invests in the lean training and practice of every single employee every day.

CEO to CEO: “Screw up your courage”

Lancaster knows the changes needed for daily management require courage by CEOs. “I have always had a problem convincing CEOs of one simple thing,” Lancaster writes. “They need to take the time to go where value is actually created. They need to learn to see the work and to see how their management system utterly fails to support the daily work. My most important advice is to screw up your courage, put aside your daily distractions, and walk out into the work to see how value is created at the frontline.”  

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