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Chapter 1 Towards value leadership: Presents the case for value leadership by examining the advantage of rational thinking in decision-making. It discusses how systems develop in paradigms and perspectives. It also discusses how a global economic system is emerging, and how 'Old World' economies are being forced to change as customers and fund managers gain more power over the aims of organizations. Chapter 2 The context for value leadership: Provides an overview of how to develop a competitive advantage model in the context of the organization. It also provides an insight into the way decision-making processes can be articulated in terms of the people involved and the stages they work through. Chapter 3 Towards objective value in organizational decision-making: Looks at some of the practical issues a value leader must face. It discusses the need to have an organizational framework for value creation, and builds the case for a rethink of organizational design, so that it is more focused on results rather than on the supply-demand-production logic that lingers from the industrial age. Chapter 4 Structuring a value creation programme in an organization: Explores the relationship between value creation and a value creation template or blueprint. It provides a value-creation template that is based on a model commonly used by multinational companies to benchmark their projects' performances. Chapter 5 Towards technological advantage with value engineering: Considers value engineering alone as a key methodology for achieving technological value leadership from projects and organizations. If companies exist to do something that people value, then they should be capable of doing it. If they can perform the same functions better than their rivals, or offer more functions than their customers are paying for, they will have a competitive advantage. Therefore, any methodology that helps an organization to improve the way it provides value will be at the core of its strategic competitive advantage. This chapter explains how you can develop a methodology for your organization.
The #1 New York Times bestseller. Over 20 million copies sold! Translated into 60+ languages! Tiny Changes, Remarkable Results No matter your goals, Atomic Habits offers a proven framework for improving--every day. James Clear, one of the world's leading experts on habit formation, reveals practical strategies that will teach you exactly how to form good habits, break bad ones, and master the tiny behaviors that lead to remarkable results. If you're having trouble changing your habits, the problem isn't you. The problem is your system. Bad habits repeat themselves again and again not because you don't want to change, but because you have the wrong system for change. You do not rise to the level of your goals. You fall to the level of your systems. Here, you'll get a proven system that can take you to new heights. Clear is known for his ability to distill complex topics into simple behaviors that can be easily applied to daily life and work. Here, he draws on the most proven ideas from biology, psychology, and neuroscience to create an easy-to-understand guide for making good habits inevitable and bad habits impossible. Along the way, readers will be inspired and entertained with true stories from Olympic gold medalists, award-winning artists, business leaders, life-saving physicians, and star comedians who have used the science of small habits to master their craft and vault to the top of their field. Learn how to: make time for new habits (even when life gets crazy); overcome a lack of motivation and willpower; design your environment to make success easier; get back on track when you fall off course; ...and much more. Atomic Habits will reshape the way you think about progress and success, and give you the tools and strategies you need to transform your habits--whether you are a team looking to win a championship, an organization hoping to redefine an industry, or simply an individual who wishes to quit smoking, lose weight, reduce stress, or achieve any other goal.
A guide to the Agile Results system, a systematic way to achieve both short- and long-term results that can be applied to all aspects of life.
As a result of this distressing information on the challenges facing our educators, this book was written to highlight approaches and strategies that have been found to improve student outcomes. Administrative factors, educational policy and law, implementation of evidence-based teaching practices, collaborating with teachers’ unions, fostering partnerships with parents as well as community organizations, meaningful professional development, and considerations for early childhood and special populations of students have been found to play a role in achieving such improved results.
#1 New York Times Bestseller Legendary venture capitalist John Doerr reveals how the goal-setting system of Objectives and Key Results (OKRs) has helped tech giants from Intel to Google achieve explosive growth—and how it can help any organization thrive. In the fall of 1999, John Doerr met with the founders of a start-up whom he'd just given $12.5 million, the biggest investment of his career. Larry Page and Sergey Brin had amazing technology, entrepreneurial energy, and sky-high ambitions, but no real business plan. For Google to change the world (or even to survive), Page and Brin had to learn how to make tough choices on priorities while keeping their team on track. They'd have to know when to pull the plug on losing propositions, to fail fast. And they needed timely, relevant data to track their progress—to measure what mattered. Doerr taught them about a proven approach to operating excellence: Objectives and Key Results. He had first discovered OKRs in the 1970s as an engineer at Intel, where the legendary Andy Grove ("the greatest manager of his or any era") drove the best-run company Doerr had ever seen. Later, as a venture capitalist, Doerr shared Grove's brainchild with more than fifty companies. Wherever the process was faithfully practiced, it worked. In this goal-setting system, objectives define what we seek to achieve; key results are how those top-priority goals will be attained with specific, measurable actions within a set time frame. Everyone's goals, from entry level to CEO, are transparent to the entire organization. The benefits are profound. OKRs surface an organization's most important work. They focus effort and foster coordination. They keep employees on track. They link objectives across silos to unify and strengthen the entire company. Along the way, OKRs enhance workplace satisfaction and boost retention. In Measure What Matters, Doerr shares a broad range of first-person, behind-the-scenes case studies, with narrators including Bono and Bill Gates, to demonstrate the focus, agility, and explosive growth that OKRs have spurred at so many great organizations. This book will help a new generation of leaders capture the same magic.
This titles looks at the way you should go about allocating work. The difference between allocating and delegating work is highlighted and the practical aspects of delegating are considered. It also looks at how supervisors can control the work, which they either allocate or delegate to their teams.
This book will show you how to diagnose problems in your team by focusing on the three outcomes of effective leadership: direction, alignment, and commitment.
Results Revolution describes use of three simple levers¿Required Results, Reciprocol Results, Realized Results¿to sustainably drive greater Focus, Energy, and Solutions for your business.