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The consequences of a primary focus on shareholders over the last few decades has emphasized that that a new model of value creation is necessary. Today's economy demands organizations that create value, not only for shareholders but also for customers, employees, leaders and society. Businesses that face up to this challenge by focusing on all the stakeholders involved will be far more successful in the long term than those driven purely by seeking to deliver the maximum return on shareholder investment. Creating Lasting Value shows readers how to achieve lasting results by channeling efforts…mehr
The consequences of a primary focus on shareholders over the last few decades has emphasized that that a new model of value creation is necessary. Today's economy demands organizations that create value, not only for shareholders but also for customers, employees, leaders and society. Businesses that face up to this challenge by focusing on all the stakeholders involved will be far more successful in the long term than those driven purely by seeking to deliver the maximum return on shareholder investment. Creating Lasting Value shows readers how to achieve lasting results by channeling efforts into three key areas. It demonstrates how to lead the value, manage the value, and market the value. The successful organizations of the future will be those that can put these principles into practice: this book shows you how.
Introduction and Summary THE FOUNDATIONS OF VALUE CREATION 01 Value for everyone What is value? Value for whom? African management: Ubuntu Europe: the rise of the Rhineland model The USA: Conscious Capitalism Greater value for all means greater value for each individual Review and preview 02 The waves of value Lead the Value Manage the Value Market the Value Making the waves concrete Review and preview 03 Starbucks How it all began Growth Pain Whirlwind, January to June 2008 In the mud, July to December 2008 Perseverance, January to June 2009 Entrepreneurship, July to December 2009 The waves of value at Starbucks Review and preview WAVE 1 : LEAD THE VALUE 04 Mobilize energy What happens here? Urgency and excitement Sources for urgency and excitement: the value analysis The energy of the boss What it is not Review and preview 05 Take ownership Ownership at the top What Carlos Ghosn did Leading coalition Let customers and employees participate: online and en masse What all of this brings us Review and preview 06 Set direction Alignment Discover your vision Achmea Health Insurance: vision process in a merger process The business transformation model Ristorante D'O radically changes its business transformation model Brand positioning The strategy map Translating the strategy: no need for reams of paper Review and preview Wrap-up: Lead the Value WAVE 2: MANAGE THE VALUE 07 Make it happen and improve Live the vision and the brand Executing the strategy Empower entrepreneurship Review and preview 08 Zappos.com Results Lead the Value at Zappos Manage the Value at Zappos Review and preview Wrap up: Manage the Value WAVE 3: MARKET THE VALUE 09 Inspire others Don't impress, be inspirational Inspire who? Showing Sharing Inspiration obstacles Review and preview 10 Interface What a simple customer question can do Mount Sustainability: how to get to the top? Climbing mount Sustainability with the first five fronts Inspiring others with Mission Zero Results Interface Review and preview Wrap-up: Market the Value MAKING EVEN BIGGER WAVES 11 Change holistically Leadership and team Manage the change Leadership and change management at AkzoNobel Deco Spain Cultural breakthroughs Review and preview 12 Dr V Life only starts after retirement Give sight to everyone A brilliant business transformation model The leadership of Dr V Transfer of leadership Epilogue Acknowledgements References Index
Introduction and Summary THE FOUNDATIONS OF VALUE CREATION 01 Value for everyone What is value? Value for whom? African management: Ubuntu Europe: the rise of the Rhineland model The USA: Conscious Capitalism Greater value for all means greater value for each individual Review and preview 02 The waves of value Lead the Value Manage the Value Market the Value Making the waves concrete Review and preview 03 Starbucks How it all began Growth Pain Whirlwind, January to June 2008 In the mud, July to December 2008 Perseverance, January to June 2009 Entrepreneurship, July to December 2009 The waves of value at Starbucks Review and preview WAVE 1 : LEAD THE VALUE 04 Mobilize energy What happens here? Urgency and excitement Sources for urgency and excitement: the value analysis The energy of the boss What it is not Review and preview 05 Take ownership Ownership at the top What Carlos Ghosn did Leading coalition Let customers and employees participate: online and en masse What all of this brings us Review and preview 06 Set direction Alignment Discover your vision Achmea Health Insurance: vision process in a merger process The business transformation model Ristorante D'O radically changes its business transformation model Brand positioning The strategy map Translating the strategy: no need for reams of paper Review and preview Wrap-up: Lead the Value WAVE 2: MANAGE THE VALUE 07 Make it happen and improve Live the vision and the brand Executing the strategy Empower entrepreneurship Review and preview 08 Zappos.com Results Lead the Value at Zappos Manage the Value at Zappos Review and preview Wrap up: Manage the Value WAVE 3: MARKET THE VALUE 09 Inspire others Don't impress, be inspirational Inspire who? Showing Sharing Inspiration obstacles Review and preview 10 Interface What a simple customer question can do Mount Sustainability: how to get to the top? Climbing mount Sustainability with the first five fronts Inspiring others with Mission Zero Results Interface Review and preview Wrap-up: Market the Value MAKING EVEN BIGGER WAVES 11 Change holistically Leadership and team Manage the change Leadership and change management at AkzoNobel Deco Spain Cultural breakthroughs Review and preview 12 Dr V Life only starts after retirement Give sight to everyone A brilliant business transformation model The leadership of Dr V Transfer of leadership Epilogue Acknowledgements References Index
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