Strategic Business Transformation: The 7 Deadly Sins to Overcome

ISBN-13: 9780470632222 / Angielski / Twarda / 2011 / 240 str.

Mohan Nair

Opis

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.

Spis treści

Foreword.

Preface.

Acknowledgments.

Chapter 1: Overview.

Strategy and Strategic Business Transformation.

Why another Book on Strategy?

If Dinosaurs had Strategy Tools would they have survived?

Predicting Market Transformation.

What is Strategic Business Transformation?

Importance of the Transformation Effect.

Markets in Transformation are Recreating Themselves.

Summary and Observations.

Notes.

Chapter 2: Strategic Business Transformation: Seven Sins to Overcome.

Ignoring the New Principles of Business Transformation.

Driving without a Cause.

Missing Market Momentum.

Ignoring the Two Orders of Value.

Overlooking Transformational Servant Leadership.

Mistaking Capability for Strategic Competence.

Expecting Flawless Execution without a Performance Platform.

Seven Sins as a Framework for Strategic Business Transformation.

Summary and Observations.

Notes.

Chapter 3: Sin #1: Ignoring the New Principles of Business Transformation.

Aligning Transformational Leadership with Corporate Strategy.

Gaining Integrated Strategic Insight with Transformational Leadership.

Linking Strategic Insight with Servant Leadership.

Summary and Observations.

Notes.

Chapter 4: Sin #2: Driving without a Cause.

Transformation Needs Momentum not Movement.

Death of Mission; Birth of Cause.

Where Do Causes Come from?

Can an Organization Transform Markets without a Cause?

Summary and Observations.

Notes.

Chapter 5: Sin #3: Missing Market Momentum.

Why is Momentum in Markets Important?

Measuring Momentum of Markets and Companies.

What is Strategic Business Momentum?

New Customers in Old Clothing.

Summary and Observations.

Notes.

Chapter 6: Sin #4: Ignoring the Two Orders of Value.

Low–order Value.

Symbolic Value Propositions.

Summary and Observations

Notes.

Chapter 7: Sin #5: Overlooking Transformational Servant Leadership...

Increasing our Choices of Transformational Leaders.

The Era of the Transformational Leader.

What is Transformational Servant Leadership?

Are Transformational Servant Leaders Born or Made?

Conditions that Bring out Transformational Servant Leaders.

Diary of a Transformational Servant Leader.

Summary and Observations.

Notes.

Chapter 8: Sin #6: Mistaking Capability for Strategic Competency.

Strategy as a Portfolio of Competencies.

Identifying, Isolating, and Enabling Core Competencies.

Difference between Recipe (Competency) and Ingredient (Capability).

Finding the Positive After Taste for Customers.

Key Capabilities for Transforming Markets.

Summary and Observations.

Notes.

Chapter 9: Sin #7: Expecting Flawless Execution without a Performance Platform.

Two Elements of a Performance Platform.

Four Dimensions of Corporate Performance Management.

Educating the Enterprise about Transformation with an Eye to the Dominant Subsystem.

Understanding the Organizational Dominant Subsystem Demands Observations.

People Subsystem.

Technology Subsystem.

Process Subsystem.

Basics of Business Intelligence.

Summary and Observations.

Notes.

Chapter 10: Tales of Transformation.

TriQuint Semiconductor.

Starbucks.

Southwest Airlines.

Les Schwab Tires.

Markets in Transformation or Ready for Transformation

Notes.

Glossary.

Suggested Reading.

About the Author.

Index.

O autorze

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."

Blurb

Praise forStrategic Business Transformation

"Mohan Nair gets it: companies will only do well by doing good." Marc Benioff, CEO, Salesforce.com

"Mohandas Nair is not only named after Gandhi, he gives voice to his transformational principles for the business leader. In Strategic Business Transformation, Mohan reveals how organizations can thrive during major shifts in markets." Carl Hammerschlag, MD, author of The Dancing Healers and The Theft of the Spirit

"Leadership is not only challenged by business cycle phenomena, but even more by the increased rate of structural change in products, markets, and technology. Nair offers wise guidance on making the right strategic moves to take advantage of tectonic shifts in the business landscape." Philip Kotler, S. C. Johnson and Son Distinguished Professor of International Marketing, Kellogg School of Management, Northwestern University

"I have not seen any book that so eloquently combines transformational leadership, customer centricity culture, process excellence, and inspirity (inspired prosperity) with ′globality,′ which ensures that you can compete effectively for EVERY Resource, and FROM EVERYWHERE, AND WITH everyone. A must–read for visionary leaders and professionals, I read it with rapt attention from cover to cover." Bala Balachandran, J.L. Kellogg Distinguished Professor of Accounting and Information Management, Northwestern University