Cargando…
Move : Getting Your Organization to Implement the Strategy You Keep Talking About.
Move past the obstacles and implement your new strategy Move is your guide to mobilizing your whole organization to take your business forward. Whatever your needed transformation may be: a new initiative, a new market, a new product, your fresh strategy is up against a powerful foe: an organization...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Somerset :
John Wiley & Sons, Incorporated,
2017.
|
| Temas: | |
| Acceso en línea: | Texto completo |
Tabla de Contenidos:
- Move : How Decisive Leaders Execute Strategy Despite Obstacles, Setbacks, & stalls; Contents; Introduction: Why Great Strategies and Change Initiatives Fail; Strategy Without Execution = Talking; Mid-Level Manager Stall; Decision Stall; Resource Stall; Organizational Angst; Why I Wrote MOVE; A Note About Change vs. Transformation; The Change Equation; But the Harder Part Is in the Middle; ``Are We Still Doing This?;́́ Doing Something Different; MOVE; M Is for the Middle; O Is for Organization; V Is for Valor; E Is for Everyone; Why Should You Read MOVE?; This Book Is Not Academic.
- Part 1: M = The Middle: Where Transformations Either Happen or Get StuckChapter 1: The Beginning of the Middle: Why New Strategies Stall After the Exciting Kickoff; What Everyone Is Thinking; Tell Me If You've Been in This Meeting; A Good Strategy Describes What You Will Do During the Middle; Leaders: Execution Is Not Beneath You; Team: Don't Wait-Start Helping; Chapter 2: Concrete Outcomes: Stop Admiring the Problem and Define Some Specific Actions; What Everyone Is Thinking; What Happens in the Middle, Exactly?; Moving from Big, Vague End Goals to Actionable Strategy; Talk vs. Action.
- Describing the ``SituationŚ́ituation vs. Outcome; Outcome vs. Next; Describe What It Looks Like When It Is Working; Trap: Avoiding Action-``But It Doesn't Solve the Whole Problem;́́ Drive Forward Momentum by Getting Concrete and Specific; Caution: Concrete Conversation About Outcomes Will Cause Conflict; Chapter 3: Timing and Momentum: Maintaining a Sense of Urgency for a Long Time; The Forecast Is Hazy . . .; What Everyone Is Thinking; Focus on Mid-Term Checkpoints; Stage the Mid-term Checkpoints Out Over a Timeline; ``What Will We See?;́́ Example: ``Sell Higheŕ́
- Shine a Spotlight on the Middle, Consistently ... for a Long TimeCreate a Timeline; Building Your Communications Timeline; Chapter 4: Control Points: Metrics That Drive Action on the Right Things; How Do We Measure Success?; What Everyone Is Thinking; Good Measures and Bad Measures; Bad Customer Service Measure #1: Measuring Speed; Bad Customer Service Measure #2: Measuring Quantity; Defining Good Measures/Behaviors; Limping Cows and Control Points; What Are Your ``Limping Cows?́́; Customer Experience Example: Control Point = ``Fun in 15 Minuteś́
- Pipeline Example: Control Point = Number of Successful PilotsMarketing Example: Control Point = Sales Reps Can Close a Deal Faster/Easier; Cross-Functional Magic; It's Okay If It's Hard to Measure; Chapter 5: Resource Reality: Your Strategy Is Where You Put Your Resources; What Everyone Is Thinking; Resource Reality; Remember, Great Isn't cheap; Show the Scope of the Journey; Show the True Cost of Improving; Chapter 6: Don't Sign Up for the Impossible; What If They Tell You to ``Do It Anyway?́́; Caveat: Generally, It's Really Important to Be Self-Funding.