Practical succession management: how to future-proof your organisation
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Aldershot
Gower
2005
|
| Schlagworte: | |
| Online-Zugang: | Table of contents Inhaltsverzeichnis |
| Beschreibung: | Includes bibliographical references (p. [247]-248) and index |
| Beschreibung: | XIII, 252 S. Ill. 25 cm |
| ISBN: | 0566085704 |
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| 650 | 4 | |a Cadres (Personnel) - Relève - Planification | |
| 650 | 4 | |a Executive succession |x Planning | |
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Datensatz im Suchindex
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|---|---|
| adam_text | Contents
List of Figures vii
Preface ix
1 An Overview of Succession Management 1
New realities and preliminary themes 1
What is driving the succession agenda? 6
Succession as a tough nut to crack 9
Tactical choices 15
The structure of this book 17
Broad brush themes 19
Part I: The Context for Succession Management 23
2 The Business Imperative 25
Who moved my Holy Grail? 25
Good to great 29
Succession roulette 32
The strategy succession connection 34
An initial stock take 43
3 The Battle grounds for Succession 45
Succession as a set of solutions 47
Succession battle grounds 50
The strategy talent debate 53
Next steps 55
4 Rethinking Leadership Progression 58
Why the world doesn t need another book on leadership 59
The incompetency of competency 59
Alternatives to competency (charisma and EQ) 67
Making sense of leadership: the four Cs 70
Four C leadership and succession conflicts 79
Next steps 82
Part II: Formulating a Succession Game plan 85
5 Managing the Appointments Process: Who Gets Which Job? 87
Challenges and dilemmas 88
Working backwards: success factors 89
Triggers to appointments 92
CEO selection mechanisms 95
The selection decision making process 99
Robust assessment and the appointments process 111
Next steps 119
6 Identifying Business Risk: How Resilient is the Organisation? 122
Challenges and dilemmas 123
Working backwards: metrics of business risk assessment 125
Classic succession planning 127
Succession planning for critical roles 135
Organisational structure, clusters and resourcing priorities 137
Business risk assessment by capability 144
Strategic resourcing and business challenge 147
Next steps 161
7 Creating a Talent Blueprint 163
Challenges and dilemmas 164
Tracking the impact of talent management 165
Talent management manoeuvres 166
Fighting the war for talent : a message from the front line 170
Designing a talent management blueprint 175
Next steps 185
8 Strengthening the Leadership Pipeline: Identifying and
Developing Talent 188
Assessing talent 188
The challenge of data integration 196
Managing a talent review 200
The prisoner s dilemma of succession 207
Developing talent 211
Next steps 220
Part III: Implementing Sustainable Succession Management 223
9 The Nuts and Bolts of Succession Management 225
Challenges and dilemmas 226
Z and A thinking 228
Stake holder analysis 230
The Achilles heel of succession: information flows and technology 235
Tactics of implementation 241
Next steps 245
Bibliography 24?
Index 249
List of Figures
1.1 Generic force field analysis 15
2.1 Continuity and capability 28
2.2 The dynamics of good to great organisations 30
2.3 Insiders and outsiders in good to great companies 31
2.4 Strategic stances 35
2.5 The strategic game: moves and counter moves 37
2.6 Strategic resourcing alignment index: four strategic positions 38
2.7 Strategic resourcing alignment index: corporate impact and proactive
development 40
2.8 Strategic stances and resourcing and development priorities 42
3.1 Succession solutions and commitment 47
3.2 Pools and flows succession 49
3.3 Three battle grounds of succession 51
3.4 The strategy talent debate 53
3.5 Identifying priorities 56
4.1 Typical competency model 61
4.2 Levels of performance: cause and consequence 62
4.3 Pros and cons of performance levels 63
4.4 Example framework 64
4.5 The leadership rationale: challenge and trust 69
4.6 Leadership: a Board perspective 71
4.7 Career tactics framework 75
4.8 Leadership character profile 76
4.9 Leadership realities 79
4.10 Personal leadership priorities 79
4.11 Succession conflicts 81
5.1 Appointments metrics 90
5.2 Succession role profile 93
5.3 Role trade off 101
5.4 Interviewing for character: protocol H3
6.1 Metrics of business risk assessment 125
6.2 Classic format for succession planning 128
6.3 Compiling a succession plan 129
6.4 Mapping the succession picture 131
6.5 Applications and problems with conventional succession charting 134
6.6 Identifying critical roles 135
6.7 Four themes of organisational activity 139
6.8 Typical organisational tensions 141
viii Practical Succession Management
6.9 Structural caricatures 142
6.10 A thought experiment 146
6.11 Strategy, capability and management effectiveness 148
6.12 Business types and organisational capability 149
6.13 Business types framework 151
6.14 Quick hit audit 156
6.15 Identifying resourcing priorities 157
6.16 What if succession 158
6.17 Succession by business challenge 160
7.1 Metrics of talent management 165
7.2 Talent wars: five imperatives 171
7.3 Formula 1 and battle grounds of success 173
7.4 Warren Buffett s circle of competency 177
7.5 The talent pipeline 180
7.6 Four Cs and leadership progression 181
8.1 Methods of identifying talent 189
8.2 The timing of 360° feedback 192
8.3 Information flows in talent management 197
8.4 Data integration for career recommendations 199
8.5 Talent management niters 201
8.6 Setting a talent review agenda: working backwards 202
8.7 Preparing for a talent review 203
8.8 The move to a new approach 208
8.9 The prisoner s dilemma 208
8.10 The succession dilemma 209
9.1 Implementation options 227
9.2 Z and A thinking 229
9.3 Stake holder analysis 231
9.4 Business trajectories 234
9.5 On line career profiling and talent management 239
9.6 Implementation 244
|
| adam_txt |
Contents
List of Figures vii
Preface ix
1 An Overview of Succession Management 1
New realities and preliminary themes 1
What is driving the succession agenda? 6
Succession as a "tough nut to crack" 9
Tactical choices 15
The structure of this book 17
Broad brush themes 19
Part I: The Context for Succession Management 23
2 The Business Imperative 25
Who moved my Holy Grail? 25
Good to great 29
"Succession roulette" 32
The strategy succession connection 34
An initial stock take 43
3 The Battle grounds for Succession 45
Succession as a set of solutions 47
Succession battle grounds 50
The strategy talent debate 53
Next steps 55
4 Rethinking Leadership Progression 58
Why the world doesn't need another book on leadership 59
The incompetency of competency 59
Alternatives to competency (charisma and EQ) 67
Making sense of leadership: the four Cs 70
Four C leadership and succession conflicts 79
Next steps 82
Part II: Formulating a Succession Game plan 85
5 Managing the Appointments Process: Who Gets Which Job? 87
Challenges and dilemmas 88
Working backwards: success factors 89
Triggers to appointments 92
CEO selection mechanisms 95
The selection decision making process 99
Robust assessment and the appointments process 111
Next steps 119
6 Identifying Business Risk: How Resilient is the Organisation? 122
Challenges and dilemmas 123
Working backwards: metrics of business risk assessment 125
Classic succession planning 127
Succession planning for critical roles 135
Organisational structure, clusters and resourcing priorities 137
Business risk assessment by capability 144
Strategic resourcing and business challenge 147
Next steps 161
7 Creating a Talent Blueprint 163
Challenges and dilemmas 164
Tracking the impact of talent management 165
Talent management manoeuvres 166
Fighting the "war for talent": a message from the front line 170
Designing a talent management blueprint 175
Next steps 185
8 Strengthening the Leadership Pipeline: Identifying and
Developing Talent 188
Assessing talent 188
The challenge of data integration 196
Managing a talent review 200
The "prisoner's dilemma of succession" 207
Developing talent 211
Next steps 220
Part III: Implementing Sustainable Succession Management 223
9 The "Nuts and Bolts" of Succession Management 225
Challenges and dilemmas 226
Z and A thinking 228
Stake holder analysis 230
The "Achilles heel" of succession: information flows and technology 235
Tactics of implementation 241
Next steps 245
Bibliography 24?
Index 249
List of Figures
1.1 Generic force field analysis 15
2.1 Continuity and capability 28
2.2 The dynamics of "good to great" organisations 30
2.3 Insiders and outsiders in "good to great" companies 31
2.4 Strategic stances 35
2.5 The strategic game: moves and counter moves 37
2.6 Strategic resourcing alignment index: four strategic positions 38
2.7 Strategic resourcing alignment index: corporate impact and proactive
development 40
2.8 Strategic stances and resourcing and development priorities 42
3.1 Succession solutions and commitment 47
3.2 "Pools and flows" succession 49
3.3 Three battle grounds of succession 51
3.4 The strategy talent debate 53
3.5 Identifying priorities 56
4.1 Typical competency model 61
4.2 Levels of performance: cause and consequence 62
4.3 Pros and cons of performance levels 63
4.4 Example framework 64
4.5 The leadership rationale: challenge and trust 69
4.6 Leadership: a Board perspective 71
4.7 Career tactics framework 75
4.8 Leadership character profile 76
4.9 Leadership realities 79
4.10 Personal leadership priorities 79
4.11 Succession conflicts 81
5.1 Appointments metrics 90
5.2 Succession role profile 93
5.3 Role trade off 101
5.4 Interviewing for character: protocol H3
6.1 Metrics of business risk assessment 125
6.2 Classic format for succession planning 128
6.3 Compiling a "succession plan" 129
6.4 Mapping the succession picture 131
6.5 Applications and problems with conventional succession charting 134
6.6 Identifying critical roles 135
6.7 Four themes of organisational activity 139
6.8 Typical organisational tensions 141
viii Practical Succession Management
6.9 Structural caricatures 142
6.10 A thought experiment 146
6.11 Strategy, capability and management effectiveness 148
6.12 Business types and organisational capability 149
6.13 Business types framework 151
6.14 Quick hit audit 156
6.15 Identifying resourcing priorities 157
6.16 "What if" succession 158
6.17 Succession by business challenge 160
7.1 Metrics of talent management 165
7.2 Talent wars: five imperatives 171
7.3 Formula 1 and battle grounds of success 173
7.4 Warren Buffett's circle of competency 177
7.5 The talent pipeline 180
7.6 Four Cs and leadership progression 181
8.1 Methods of identifying talent 189
8.2 The timing of 360° feedback 192
8.3 Information flows in talent management 197
8.4 Data integration for career recommendations 199
8.5 Talent management niters 201
8.6 Setting a talent review agenda: working backwards 202
8.7 Preparing for a talent review 203
8.8 The move to a new approach 208
8.9 The prisoner's dilemma 208
8.10 The succession dilemma 209
9.1 Implementation options 227
9.2 Z and A thinking 229
9.3 Stake holder analysis 231
9.4 Business trajectories 234
9.5 On line career profiling and talent management 239
9.6 Implementation 244 |
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| spelling | Munro, Andrew Verfasser aut Practical succession management how to future-proof your organisation Andrew Munro Aldershot Gower 2005 XIII, 252 S. Ill. 25 cm txt rdacontent n rdamedia nc rdacarrier Includes bibliographical references (p. [247]-248) and index Cadres (Personnel) - Relève - Planification Executive succession Planning http://www.loc.gov/catdir/toc/ecip0420/2004017180.html Table of contents HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=014904703&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Munro, Andrew Practical succession management how to future-proof your organisation Cadres (Personnel) - Relève - Planification Executive succession Planning |
| title | Practical succession management how to future-proof your organisation |
| title_auth | Practical succession management how to future-proof your organisation |
| title_exact_search | Practical succession management how to future-proof your organisation |
| title_exact_search_txtP | Practical succession management how to future-proof your organisation |
| title_full | Practical succession management how to future-proof your organisation Andrew Munro |
| title_fullStr | Practical succession management how to future-proof your organisation Andrew Munro |
| title_full_unstemmed | Practical succession management how to future-proof your organisation Andrew Munro |
| title_short | Practical succession management |
| title_sort | practical succession management how to future proof your organisation |
| title_sub | how to future-proof your organisation |
| topic | Cadres (Personnel) - Relève - Planification Executive succession Planning |
| topic_facet | Cadres (Personnel) - Relève - Planification Executive succession Planning |
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