The Leader s Dilemma How to Build an Empowered and Adaptive Organization Without Losing Control 1st Edition by Jeremy Hope, Peter Bunce, Franz Röösli ISBN 1119970008 9781119970002

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Product details:

ISBN 10: 1119970008
ISBN 13: 9781119970002
Author: Jeremy Hope, Peter Bunce, Franz Röösli

Drawing on their work on performance management within the ‘beyond budgeting’ movement over the past ten years, including many interviews and case studies, Jeremy Hope, Peter Bunce and Franz Röösli set out in this book an executive guide to building a new management model based on  eight key change management issues:

1. Governance: From rules and budgets to purpose and values

2. Success: From fixed targets to relative improvement

3. Organization: From centralized functions to customer-oriented teams

4. Accountability: From narrow targets to holistic success criteria

5. Trust: From central control to local autonomy

6. Transparency: From closed information to open book management

7. Rewards: From individual incentives to team-based reward

8. Risk: From complying with rules to understanding pressure points

This book is about rethinking how we manage organizations in a post-industrial, post credit crunch world where innovative management models represent the only remaining source of sustainable competitive advantage.[i] The changes suggested by the authors will enable and encourage a cultural climate change that will help organizations to attract and keep the best people as well as drive continuous innovation and growth.

Above all, The CEO’s Dilemma is about learning how to change business  – based on best practice and innovation drawn from  leaders world-wide who have built and managed successful organizations.

The Leader s Dilemma How to Build an Empowered and Adaptive Organization Without Losing Control 1st Edition Table of contents:

1 Principle #1 – Values Bind people to a common cause, not a central plan

2 Principle #2 – Governance Govern through shared values and sound judgment, not detailed rules an

3 Principle #3 – Transparency Make information open and transparent; don’t restrict and control

4 Principle #4 – Teams Organize around a seamless network of accountable teams, not centralized fu

5 Principle #5 – Trust Trust teams to regulate and improve their performance; don’t micro-manage

6 Principle #6 – Accountability Base accountability on holistic criteria and peer reviews, not on

7 Principle #7 – Goals Set ambitious medium-term goals, not short-term fixed targets

8 Principle #8 – Rewards Base rewards on relative performance, not fixed targets

9 Principle #9 – Planning Make planning a continuous and inclusive process, not a top-down annual

10 Principle #10 – Coordination Coordinate interactions dynamically, not through annual budgets

11 Principle #11 – Resources Make resources available just-in-time, not just-in-case

12 Principle #12 – Controls Base controls on fast, frequent feedback, not on budget variances

13 Implementation insights

14 Make management change your legacy

Notes

Index

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Tags: Jeremy Hope, Peter Bunce, Franz Röösli, Leader s Dilemma, Empowered, Adaptive Organization