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The Leader's Dilemma Peter Bunce (Beyond Budgeting Partnership LLP)

The Leader's Dilemma von Peter Bunce (Beyond Budgeting Partnership LLP)

The Leader's Dilemma Peter Bunce (Beyond Budgeting Partnership LLP)

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Zusammenfassung

Many leaders realize that in economy it will no longer be the smart highly paid people in the corporate center that drive success. This book is about rethinking how we manage organizations in a post-industrial, post credit crunch world where innovative management models represent the only remaining source of sustainable competitive advantage.

The Leader's Dilemma Zusammenfassung

The Leader's Dilemma: How to Build an Empowered and Adaptive Organization Without Losing Control Peter Bunce (Beyond Budgeting Partnership LLP)

Drawing on their work on performance management within the 'beyond budgeting' movement over the past ten years, including many interviews and case studies, Jeremy Hope, Peter Bunce and Franz Roeoesli set out in this book an executive guide to building a new management model based on eight key change management issues:
  • 1. Governance: From rules and budgets to purpose and values
  • 2. Success: From fixed targets to relative improvement
  • 3. Organization: From centralized functions to customer-oriented teams
  • 4. Accountability: From narrow targets to holistic success criteria
  • 5. Trust: From central control to local autonomy
  • 6. Transparency: From closed information to open book management
  • 7. Rewards: From individual incentives to team-based reward
  • 8. Risk: From complying with rules to understanding pressure points

This book is about rethinking how we manage organizations in a post-industrial, post credit crunch world where innovative management models represent the only remaining source of sustainable competitive advantage.[i] The changes suggested by the authors will enable and encourage a cultural climate change that will help organizations to attract and keep the best people as well as drive continuous innovation and growth.

Above all, The CEO's Dilemma is about learning how to change business - based on best practice and innovation drawn from leaders world-wide who have built and managed successful organizations.

Über Peter Bunce (Beyond Budgeting Partnership LLP)

Jeremy Hope is co-founder of the Beyond Budgeting Round Table, a not-for-profit collaborative dedicated to helping organizations improve their management models. He is a chartered accountant and a co-author of Transforming the Bottom Line, Competing in the Third Wave and Beyond Budgeting. He is also author of Reinventing the CFO. He lives in West Yorkshire, England and can be contacted at [email protected].

Peter Bunce is a co-founder of the Beyond Budgeting Round Table (BBRT), a not-for-profit collaborative dedicated to helping organizations improve their management models. He is a Chartered Engineer and has held various posts in manufacturing engineering and collaborative research. He lives in Hampshire, England and can be contacted at [email protected].

Franz Roeoesli is a professor and management trainer at the University of Applied Sciences North Western Switzerland (FHNW) and Director of the Beyond Budgeting Round Table (BBRT), an international shared learning network for management development. He has experienced many years in management positions in different industries. He lives in Switzerland and can be contacted at [email protected].

Inhaltsverzeichnis

Foreword.

Preface.

Some definitions.

Introduction.
The organization as an adaptive system.

1 Principle #1 - Values.
Bind people to a common cause, not a central plan.

2 Principle #2 - Governance.
Govern through shared values and sound judgment, not detailed rules and regulations.

3 Principle #3 - Transparency.
Make information open and transparent; don't restrict and control it.

4 Principle #4 - Teams.
Organize around a seamless network of accountable teams, not centralized functions.

5 Principle #5 - Trust.
Trust teams to regulate and improve their performance; don't micro-manage them.

6 Principle #6 - Accountability.
Base accountability on holistic criteria and peer reviews, not on hierarchical relationships.

7 Principle #7 - Goals.
Set ambitious medium-term goals, not short-term fixed targets.

8 Principle #8 - Rewards.
Base rewards on relative performance, not fixed targets.

9 Principle #9 - Planning.
Make planning a continuous and inclusive process, not a top-down annual event.

10 Principle #10 - Coordination.
Coordinate interactions dynamically, not through annual budgets.

11 Principle #11 - Resources.
Make resources available just-in-time, not just-in-case.

12 Principle #12 - Controls.
Base controls on fast, frequent feedback, not on budget variances.

13 Implementation insights.

14 Make management change your legacy.

Notes.

Index.

Zusätzliche Informationen

GOR009004998
9781119970002
1119970008
The Leader's Dilemma: How to Build an Empowered and Adaptive Organization Without Losing Control Peter Bunce (Beyond Budgeting Partnership LLP)
Peter Bunce (Beyond Budgeting Partnership LLP)
Gebraucht - Wie Neu
Gebundene Ausgabe
John Wiley & Sons Inc
20110412
344
N/A
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