Mohan Nair

Strategic Business Transformation (eBook, ePUB)

The 7 Deadly Sins to Overcome

• Format: ePub

Produktbeschreibung

Strategic Business Transformation The seven deadly sins to overcome What can Gandhi, Mother Teresa and Nelson Mandela teach us about running businesses that face transformation in their markets. This book courageously offers that businesses that transform markets or respond to transformation know that they must transform themselves before they transform others. Great companies find a cause greater than themselves, organizes this cause into executable momentum and conquers the imagination of the market. Transforming your business requires a recipe powered by a cause not missions. Read and see how and why.

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Produktdetails

• Verlag: John Wiley & Sons
• Seitenzahl: 240
• Erscheinungstermin: 24. August 2011
• Englisch
• ISBN-13: 9781118134450
• Artikelnr.: 37339430

Autorenporträt

MOHAN NAIR is Chief Innovation Officer of a health plan in the Northwest/Mountain region. He founded Emerge Inc., a transformation advisory firm, in 1993 and is the former director and president of ABC Technologies Inc. He has authored two books on cost and performance management. In 2009, the Marketing Leadership Council of the Corporate Executive Board highlighted him as a "Marketing Thought Leader."

Inhaltsangabe

Preface xi
Acknowledgments xvii
Chapter 1 Overview 1
Strategy and Strategic Business Transformation 2
Why Another Book on Strategy? 4
If Dinosaurs Had Strategy Tools, Would They Have Survived? 5
Predicting Market Transformation 7
What is Strategic Business Transformation? 12
Importance of the Transformation Effect 15
Markets in Transformation are Re-creating Themselves 16
Summary and Observations 17
Notes 17
Chapter 2 Strategic Business Transformation: Seven Sins to Overcome 19
Ignoring the New Principles of Business Transformation 22
Driving without a Cause 23
Missing Market Momentum 24
Ignoring the Two Orders of Value 24
Overlooking Transformational Servant Leadership 26
Mistaking Capability for Strategic Competence 27
Expecting Flawless Execution without a Performance Platform 28
Seven Sins as a Framework for Strategic Business Transformation 29
Summary and Observations 29
Notes 30
Chapter 3 Sin #1: Ignoring the New Principles of Business Transformation 33
Aligning Transformational Leadership with Corporate Strategy 34
Gaining Integrated Strategic Insight with Transformational Leadership 36
Linking Strategic Insight with Servant Leadership 43
Summary and Observations 45
Notes 45
Chapter 4 Sin #2: Driving without a Cause 47
Transformation Needs Momentum, Not Movement 48
Death of Mission; Birth of Cause 49
Where Do Causes Come From? 53
Can an Organization Transform Markets without a Cause? 54
Summary and Observations 55
Notes 56
Chapter 5 Sin #3: Missing Market Momentum 57
Why is Momentum in Markets Important? 58
Measuring Momentum of Markets and Companies 58
What is Strategic Business Momentum? 59
New Customers in Old Clothing 67
Summary and Observations 72
Notes 73
Chapter 6 Sin #4: Ignoring the Two Orders of Value 75
Low-Order Value 78
Symbolic Value Propositions 81
Summary and Observations 83
Notes 84
Chapter 7 Sin #5: Overlooking Transformational Servant Leadership 85
Increasing Our Choices of Transformational Leaders 88
The Era of the Transformational Leader 90
What is Transformational Servant Leadership? 94
Are Transformational Servant Leaders Born or Made? 103
Conditions That Bring Out Transformational Servant Leaders 105
Diary of a Transformational Servant Leader 115
Summary and Observations 117
Notes 118
Chapter 8 Sin #6: Mistaking Capability for Strategic Competency 119
Strategy as a Portfolio of Competencies 120
Identifying, Isolating, and Enabling Core Competencies 120
Difference between Recipe (Competency) and Ingredient (Capability) 122
Finding the Positive "Aftertaste" for Customers 123
Key Capabilities for Transforming Markets 125
Summary and Observations 142
Notes 143
Chapter 9 Sin #7: Expecting Flawless Execution without a Performance
Platform 145
Two Elements of a Performance Platform 146
Four Dimensions of Corporate Performance Management 146
Educating the Enterprise about Transformation with an Eye to the Dominant
Subsystem 149
Understanding the Organizational Dominant Subsystem Demands Observations
151
People Subsystem 152
Technology Subsystem 157
Process Subsystem 158
Basics of Business Intelligence 159
Summary and Observations 177
Notes 180
Chapter 10 Tales of Transformation 183
TriQuint Semiconductor 183
Starbucks 184
Southwest Airlines 186
Les Schwab Tires 189
Markets in Transformation or Ready for Transformation 191
Notes 196
Glossary 199
Suggested Reading 205
About the Author 209
Index 211