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Über dieses Buch

A guide for new executives that explores how to create an overarching, enterprise-wide transformative program. The book provides a best-practice checklist for 8 core areas: Strategy Setting, Technology Alignment, Business Renovation, Project Management, Communications Renewal, Employee Engagement, Staff Transformation, and Organizational Design.

Inhaltsverzeichnis

Frontmatter

Opening Remarks The Executive Checklist Can Make the Business World a Little Simpler

Abstract
Today’s business world is extremely complex and challenging. It’s easy for even the most seasoned executive to make a mistake or overlook a detail that can lead to utter failure for his or her business. This book is about keeping it simple.
James M. Kerr

1. Establish Leadership—The Foundation for Change

Abstract
It’s been said that outstanding leaders lead by example. This means that they demonstrate desired qualities and behaviors to their teams through their actions and conduct. By doing so, these leaders put forth a sense that they and their staffs share the same goals and aspirations and that together, they are going to go about achieving these ambitions as one team.
James M. Kerr

2. Build Trust—A Vital Component of Enduring Achievement

Abstract
January 28, 1986, was that fateful day when the space shuttle Challenger broke apart 73 seconds into its flight, leading to the deaths of its seven crew members. The tragedy left a nasty scar on the US space program. Most of you have heard of this incident, but what we might be less familiar with the conclusions drawn by the Rogers Commission (appointed by President Ronald Reagan to investigate the catastrophe):
NASA’s organizational culture and decision making process were key contributing factors of the accident. Technicians, who were aware of problems, did not feel it was safe to bring it up due to low trust levels.”1
James M. Kerr

3. Strategy Setting—Translating Vision Into Action

Abstract
Strategic planning is one of those things that every company claims to do, but few do it well. Many executives mistake annual budgeting for strategic planning. Because of this, countless organizations are ill-prepared for the competitive demands that lie ahead, and they lack the discipline and rigor needed to identify, organize, and execute the appropriate work in any sustainable way, leaving them to flounder in the New World economy that awaits us.
James M. Kerr

4. Engage Staff—The Way to Gain Support and Accelerate Success

Abstract
Having articulated the strategic direction, we turn to the next item on the Executive Checklist, which involves the process of engaging staff in the transformation effort required to achieve the company’s vision. We cannot renovate the enterprise without buy-in and commitment from the people doing the work. So, once we establish ourselves as leaders who can be trusted, we must set our sights on engaging our personnel in the change management effort required to realign our organizational structures, refurbish our product and service delivery models, and renovate our enterprises for continued success in the early twenty-first century.
James M. Kerr

5. Manage Work Through Projects—A Means to Strategic Alignment

Abstract
Our next Executive Checklist item is about execution. Specifically, it proffers that all of the work necessary to achieving the vision for the future should be organized and managed as a portfolio of projects and programs to be accomplished over time. After all, our vision doesn’t do much good if we never staff and fund the work needed to realize it.
James M. Kerr

6. Renovate the Business—A Way to Become “of Choice”

Abstract
Whether stated deliberately, or otherwise, every executive wants his or her organization to be “of Choice,” which translates into becoming the Organization of Choice, Employer of Choice and Investment of Choice within his or her enterprise’s niche, market and industry. To be “Of Choice” underpins virtually every strategic initiative that a management team imagines, staffs, funds, and executes.
James M. Kerr

7. Align Technology—It’s at the Core of All We Do

Abstract
For the past two decades, computer gurus have predicted that computing technology will become so ubiquitous that it will one day be consumed as a utility, just like electricity and telephone service. That day is quickly coming upon us—made possible by advances in the Internet and mobile computing devices, and all of their related offshoots and requisite supporting substructures. Pardon the pun, but in this day and age we can virtually plug in and go!
James M. Kerr

8. Transform Staff—The People Part of Enterprise-Wide Change

Abstract
Every organization is comprised of people (staff) who are doing work (process) and using tools (technology) to get the work done. Thus far, we’ve explored the process and technology implications of managing enterprise-wide change. Now, it is time to look at what we can do to help our staff members transform, so that they can be more effective and better aligned with an ever-changing organization.
James M. Kerr

9. Renew Communications Practices—Transparency Improves Performance

Abstract
As referenced throughout the book, today’s business environment requires that organizations learn to function at a very high level, while continuously changing and growing. The idea is to be as nimble, quick, interconnected, and customer-centric as possible, and still consistently pump out customizable products and services of unmatched quality and appeal. Sure, it is a tall order. Then again, if our enterprises can’t deliver what the marketplace expects, someone else will.
James M. Kerr

10. Reimagine the Organization—The Expressway to the Future

Abstract
Most of today’s organizational designs are a derivative of the “command-and-control” reporting structure that was borrowed from the military by industry over a century ago. The model prevails to this day because it clearly delineates “who’s the boss.” While its strict definition of reporting lines and demarcation of decision-making responsibility provides clarity to the enterprise, it also serves to limit an organization’s strategic dexterity and speed of change.
James M. Kerr

Postscript A Bold Vision for Tomorrow’s Organizations

Abstract
Before we part, let me leave you with one last thought piece to consider as you begin to use the The Executive Checklist to consider as you begin to use the The Executive Checklist to lead your organization into the future. It is intended to provide a universal vision of what can be achieved by adopting the ideas offered in the book:
Leadership is the foundation for change. It has been established in tomorrow’s organization.
James M. Kerr

Backmatter

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