The Leader's Dilemma

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.

Auteur

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 jeremyhope@bbrt.org. 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 peterbunce@bbrt.org.

Franz Röösli 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 franz.roeoesli@bbrt.org.

Texte du rabat

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 Röösli 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.

Contenu

Foreword v

Preface vii

Some definitions ix

Introduction

The organization as an adaptive system 1

1 Principle #1 - Values 33
Bind people to a common cause, not a central plan

2 Principle #2 - Governance 57
Govern through shared values and sound judgment, not detailed rules and regulations

3 Principle #3 - Transparency 89
Make information open and transparent; don't restrict and control it

4 Principle #4 - Teams 105
Organize around a seamless network of accountable teams, not centralized functions

5 Principle #5 - Trust 121
Trust teams to regulate and improve their performance; don't micro-manage them

6 Principle #6 - Accountability 139
Base accountability on holistic criteria and peer reviews, not on hierarchical relationships

7 Principle #7 - Goals 157
Set ambitious medium-term goals, not short-term fixed targets

8 Principle #8 - Rewards 179
Base rewards on relative performance, not fixed targets

9 Principle #9 - Planning 203
Make planning a continuous and inclusive process, not a top-down annual event

10 Principle #10 - Coordination 225
Coordinate interactions dynamically, not through annual budgets

11 Principle #11 - Resources 239
Make resources available just-in-time, not just-in-case

12 Principle #12 - Controls 257
Base controls on fast, frequent feedback, not on budget variances

13 Implementation insights 283

14 Make management change your legacy 305

Notes 309

Index 325