Leading culture change in global organizations aligning culture and strategy
"Filled with case studies from firms such as GT Automotive, GE Healthcare China, Vale, Dominos, Swiss Re Americas Division, and Polar Bank, among others, this book (written by Dan Denison and his co-authors) combines twenty years of research and survey results to illustrate a critical set of cu...
| Otros Autores: | |
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| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
San Francisco :
Jossey-Bass
2012.
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| Edición: | 1st ed |
| Colección: | J-B US non-Franchise Leadership
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| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009628819206719 |
Tabla de Contenidos:
- Leading Culture Change in Global Organizations; Contents; Foreword; Preface; Chapter 1 Building a High-Performance Business Culture; What Is Corporate Culture? Why Is It Important?; How Corporate Culture Impacts Business Performance; Some Real Examples; IKEA: Mission Grows Out of Core Beliefs and Assumptions; Apple: Adaptability Leads the Marketplace into the Future; Ritz-Carlton Hotels: Involvement Creates Capacity; Toyota: Consistency Is the Foundation for Quality; Leading Culture Change in Global Organizations; The Plan for This Book; Chapter 2 Supporting the Front Line
- Making the Front Line the Foundation of Your StrategyTracking the Progress; The Hard Work Pays Off; Lessons for Leaders; Lead with a Personal Touch, But Follow Up with Structure; We Are All in the Service Business; What You Keep Is as Important as What You Change; Strategies for Supporting the Front Line: Beyond Domino's; Support Is Strategic: Mickey Mouse Versus the Street Sweepers; Know More, Care More, and Contribute More; Chapter 3 Creating Strategic Alignment; Culture Eats Strategy for Lunch!; It Takes Time to Implement a New Strategy
- Successful Culture Change Impacts Everyone in the OrganizationLessons for Leaders; The Muddle Is in the Middle; Simplicity Is Sexy; Deciding Who to Trust; A Successful Transformation Has an Impact on Everyone; Creating Strategic Alignment: Beyond DeutscheTech and Swiss Re; The Cycle of Strategy Formulation and Implementation; Mobilizing Mindset; Chapter 4 Creating One Culture Out of Many; E Pluribus Unum; History Has Its Own Logic; Tracking the Transformation; Developing One Strategy; Communicating One Message; Creating One Corporate Center; Creating One Board; Creating One Team
- Creating One Leadership Development ProcessTracking the Transformation; Lessons for Leaders; Create a Common Governance Structure; Engage the Leaders in Building a Common Strategy; Build Cross-Business Capability; Make Quick Decisions About Managers Who Aren't Aligned; Creating One Culture Out of Many: Beyond Polar Bank; Creating an Integration Plan; Chapter 5 Exporting Culture Change; Can Culture Change Be Exported?; Transformation and Turnaround; Tracking the Progress; Involvement Meetings; Business Teams; Be Careful What You Wish For; Lessons for Leaders; Do What You Know Best
- But Adapt as You GoExporting Culture Change: Beyond GT Automotive; Which Is Stronger: National Culture or Organizational Culture?; Clear Direction Makes All the Difference; Chapter 6 Building a Global Business in an Emerging Market; Building a Business in an Emerging Market; Leading with a Vision; Building the Management Team; A Vision-Led Strategy; Tracking the Progress; One Culture? Or Three?; Quality Improvement or New Product Development?; Toward a Global Strategy; Lessons for Leaders; Vision Wins Again; Organizational Subcultures Are Everywhere; Acquiring a ''Competitor''
- Building a Global Business in an Emerging Market: Beyond GE Healthcare
