By Warner Burke, William Trahant, Richard Koonce
Company weather Shifts: Profiles of switch Makers incorporates a wealth of CEO knowledge approximately how businesses this day can effectively deal with switch based on speedily altering company stipulations. encompasses a compelling review of the criteria and forces riding swift and sometimes "discontinuous" switch in enterprise at the present time - e.g. globalization, the disruptive impact of recent applied sciences, becoming digital connectivity between faraway monetary markets, and the increase of e-business between others -- and assesses the quick and long term value of those traits for the long term viability of businesses in all industries. one of the "change makers" profiled during this e-book: Lord Colin Marshall, Chairman of British airlines; Robert Bauman, former CEO of SmithKline Beecham; invoice Henderson, U.S. Postmaster common; Jane Garvey, Administrator of the Federal Aviation management; Fred Poses, President of AlliedSignal; Sir Richard Evans, Chairman of British Aerospace; and Errol Marshall, CEO of Shell South Africa, between others. positive factors interviews with one of the most major transformational leaders of our time Foreword written via Warren BennisContains in-depth analyses of what is required to make sure winning and sustainable transformation
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7 4. In the long run, linear thinking will kill you. As we just noted, today's business environment is a complex web of interrelated variables, acting both individually and in concert with one another. Therefore, trying to project the future, in a straight-line way, is not only not possible, but it could also prove lethal for your company. 5. Forget hierarchies. Focus on creating an organization that's built for speed and for customers. To survive and thrive in tomorrow's business climate, companies in every industry will need to reduce cycle times, streamline research and development processes, and forge much closer ties to their customers if they want to secure market share.
They fritter away their momentum and their valuable resources while attempting to make a decision. The greatest danger is in standing still. Andy Grove, former CEO of Intel Given the order-of-magnitude changes taking place in today's global business environment, how can your organization learn to adapt effectively in response? As we noted in Chapter 1, many companies become "boiled frogs" because they fail to note changes in the business environment with long-term implications for them. In some cases, they fail to adapt well even to changes they do perceive.
In our view, there's no simple "shake-and-bake" recipe or rule by which to lead successful change efforts. For the craft of change Page xvi leadership is as much a human art as it is a management science. It requires imagination and emotional involvement on a leader's part as much as it does discipline and focus, and it relies as much on a leader's personal openness to new learningas a change initiative proceedsas it does on enthusiastic and committed employees. Having said that, this book is less a management or methodology text than it is a series of "stories" about leaders who have led highly successful and memorable change efforts.