Leading in the top team: the CXO challenge
Saved in:
| Format: | Book |
|---|---|
| Language: | English |
| Published: |
Cambridge [u.a.]
Cambridge Univ. Press
2008
|
| Subjects: | |
| Online Access: | Autorenbiografie Verlagsmeldung Inhaltsverzeichnis Inhaltsverzeichnis |
| Item Description: | Hier auch später erschienene, unveränderte Nachdrucke |
| Physical Description: | XIV, 410 S. Ill., graph. Darst. |
| ISBN: | 9780521172400 9780521856324 |
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| 650 | 4 | |a Management | |
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Record in the Search Index
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|---|---|
| adam_text | Contents
Figures page x
Tables xii
Contributors xiii
Editor s Acknowledgments xiv
1 Introduction - Leading within and across the
functions
PRESTON BOTTGER AND JEAN-LOUIS BARSOUX 1
Section I: The Business Imperatives 9
2 The Leadership Imperative - Driving wealth creation
PRESTON BOTTGER 11
3 The Talent Imperative - All CXOs must strengthen
the company s talent pool
JEAN-LOUIS BARSOUX AND PRESTON BOTTGER 33
4 The Learning Imperative - Going offline to
improve performance
JEAN-LOUIS BARSOUX AND PRESTON BOTTGER 52
Section II: The CXOs: Within the Functions 69
5 The Chief Marketing Officer - Creating, delivering and
communicating value to customers
DOMINIQUE TURPIN AND GEORGE RADLER 71
6 The Chief Sales Officer - Sell, sell, sell!
JONATHAN LACHOWITZ AND PRESTON BOTTGER 98
7 The Chief Supply Chain Officer - Designing and
managing lean and agile supply chains
CARLOS CORD6N AND KIM SUNDTOFT HALD 113
Vll
viii Contents
8 The Chief Manufacturing Officer - Process execution,
improvement and design
KIM SUNDTOFT HALD 143
9 The Chief Financial Officer - A capital position
LEIF SJOBLOM 161
10 The Chief Technology Officer - Corporate navigator,
agent of change and entrepreneur
JEAN-PHILIPPE DESCHAMPS 182
11 The Chief Information Officer - Achieving credibility,
relevance and business impact
DONALD A. MARCHAND 204
12 The Chief Human Resources Officer - Delivering
people who can deliver
PRESTON BOTTGER AND PAUL VANDERBROECK 223
13 The Corporate Governance Officer - From company
secretary to manager of governance processes
ULRICH STEGER AND PRESTON BOTTGER 247
14 The Chief Communications Officer - Leading
strategic communications
GORDON ADLER 275
15 The SBU President - Perhaps the best job for the
CEO-in-training
JONATHAN LACHOWITZ AND PRESTON BOTTGER 308
16 CXOs and the Line - Serving the internal customer
PRESTON BOTTGER, PAUL VANDERBROECK AND
JEAN-LOUIS BARSOUX 320
Section HI: The CEO and the Leadership Team -
Pulling it all together 329
17 From CXO to CEO - The weight of accountability
JEAN-LOUIS BARSOUX AND PRESTON BOTTGER 331
18 The Chief Executive Officer - Orchestrating the whole
PETER LORANGE 348
Contents ix
19 Relations Among CXOs - Competing priorities
spell trouble
JEAN-LOUIS BARSOUX 365
20 The Top Team - From executive group to executive team
JEAN-PHILIPPE DESCHAMPS 377
Conclusion 389
21 Summary: the CXO Challenge - Wealth creation by the
executive team
PRESTON BOTTGER AND JEAN-LOUIS BARSOUX 391
Index 400
Figures
Figure 3.1: A diagnostic tool for selection page 36
Figure 3.2: Talent over time 50
Figure 4.1: The learning cycle 54
Figure 4.2: The learning cycle comes full circle 65
Figure 5.1: Car industry segments 74
Figure 5.2: From the present to the future 95
Figure 6.1: Company types 101
Figure 7.1: The operations management task 114
Figure 7.2: Changes in the role of the senior operations officer 117
Figure 7.3: A four-stage categorization of supply chain
integration 119
Figure 7.4: Linking product and service characteristics to
supply chain design 122
Figure 7.5: Financial, operational and risk-based factors give
the CSCO input into the insourcing/outsourcing
decision 124
Figure 7.6: The supply chain operations reference model 129
Figure 7.7: How to build and manage lean and agile supply
chains 133
Figure 7.8: Combining lean and agile supply chains to achieve
competitive advantages 134
Figure 8.1: The CMaO leadership role 145
Figure 8.2: Process design - decision map 146
Figure 9.1: DuPont chart 163
Figure 9.2: Pillars of CFO purpose 166
Figure 10.1: CTOs CROs line vs. staff responsibilities 185
Figure 10.2: The growing scope of CTOs CROs
responsibilities 186
Figure 10.3: The changing agenda of the CTO/CRO 189
Figure 10.4: The interdependence of technology and business
visions 191
Figures xi
Figure 10.5: The hard and soft elements of a technology
vision 192
Figure 10.6: Charter proposed by the CTO of one of the
world s leading chemical companies 194
Figure 10.7: Grounding shared technology beliefs and values 195
Figure 11.1: The CIO leadership role 208
Figure 11.2: Competitive value of tomorrow s IS/IT
investments 210
Figure 11.3: The business value of IT deployment of IT 213
Figure 11.4: The information orientation maturity model 214
Figure 11.5: The CIO leadership role - Key performance
criteria 215
Figure 12.1: It all begins with the business model... 224
Figure 12.2: Three faces of the CHRO s leadership role 225
Figure 12.3: The talent pipeline 229
Figure 13.1: Types of corporate governance officers 259
Figure 13.2: Strategic change drivers of the role of
corporate governance officer 271
Figure 14.1: The skills of the CCO 297
Figure 19.1: Functional myopia 366
Tables
Table 3.1: Beware the shadow side page 39
Table 9.1: A day in the life of a CFO: Three examples 167
Table 9.2: Recruitment criteria for finance professionals at
two companies 172
Table 9.3: What motivates people 172
Table 14.1: Sample functional integration matrix 293
Table 14.2: Sample strategic communication plan 294
Table 19.1: Areas of potential conflict between marketing and
manufacturing 371
Xll
|
| adam_txt |
Contents
Figures page x
Tables xii
Contributors xiii
Editor's Acknowledgments xiv
1 Introduction - Leading within and across the
functions
PRESTON BOTTGER AND JEAN-LOUIS BARSOUX 1
Section I: The Business Imperatives 9
2 The Leadership Imperative - Driving wealth creation
PRESTON BOTTGER 11
3 The Talent Imperative - All CXOs must strengthen
the company's talent pool
JEAN-LOUIS BARSOUX AND PRESTON BOTTGER 33
4 The Learning Imperative - Going offline to
improve performance
JEAN-LOUIS BARSOUX AND PRESTON BOTTGER 52
Section II: The CXOs: Within the Functions 69
5 The Chief Marketing Officer - Creating, delivering and
communicating value to customers
DOMINIQUE TURPIN AND GEORGE RADLER 71
6 The Chief Sales Officer - Sell, sell, sell!
JONATHAN LACHOWITZ AND PRESTON BOTTGER 98
7 The Chief Supply Chain Officer - Designing and
managing lean and agile supply chains
CARLOS CORD6N AND KIM SUNDTOFT HALD 113
Vll
viii Contents
8 The Chief Manufacturing Officer - Process execution,
improvement and design
KIM SUNDTOFT HALD 143
9 The Chief Financial Officer - A capital position
LEIF SJOBLOM 161
10 The Chief Technology Officer - Corporate navigator,
agent of change and entrepreneur
JEAN-PHILIPPE DESCHAMPS 182
11 The Chief Information Officer - Achieving credibility,
relevance and business impact
DONALD A. MARCHAND 204
12 The Chief Human Resources Officer - Delivering
people who can deliver
PRESTON BOTTGER AND PAUL VANDERBROECK 223
13 The Corporate Governance Officer - From company
secretary to manager of governance processes
ULRICH STEGER AND PRESTON BOTTGER 247
14 The Chief Communications Officer - Leading
strategic communications
GORDON ADLER 275
15 The SBU President - Perhaps the best job for the
CEO-in-training
JONATHAN LACHOWITZ AND PRESTON BOTTGER 308
16 CXOs and the Line - Serving the internal customer
PRESTON BOTTGER, PAUL VANDERBROECK AND
JEAN-LOUIS BARSOUX 320
Section HI: The CEO and the Leadership Team -
Pulling it all together 329
17 From CXO to CEO - The weight of accountability
JEAN-LOUIS BARSOUX AND PRESTON BOTTGER 331
18 The Chief Executive Officer - Orchestrating the whole
PETER LORANGE 348
Contents ix
19 Relations Among CXOs - Competing priorities
spell trouble
JEAN-LOUIS BARSOUX 365
20 The Top Team - From executive group to executive team
JEAN-PHILIPPE DESCHAMPS 377
Conclusion 389
21 Summary: the CXO Challenge - Wealth creation by the
executive team
PRESTON BOTTGER AND JEAN-LOUIS BARSOUX 391
Index 400
Figures
Figure 3.1: A diagnostic tool for selection page 36
Figure 3.2: Talent over time 50
Figure 4.1: The learning cycle 54
Figure 4.2: The learning cycle comes full circle 65
Figure 5.1: Car industry segments 74
Figure 5.2: From the present to the future 95
Figure 6.1: Company types 101
Figure 7.1: The operations management task 114
Figure 7.2: Changes in the role of the senior operations officer 117
Figure 7.3: A four-stage categorization of supply chain
integration 119
Figure 7.4: Linking product and service characteristics to
supply chain design 122
Figure 7.5: Financial, operational and risk-based factors give
the CSCO input into the insourcing/outsourcing
decision 124
Figure 7.6: The supply chain operations reference model 129
Figure 7.7: How to build and manage lean and agile supply
chains 133
Figure 7.8: Combining lean and agile supply chains to achieve
competitive advantages 134
Figure 8.1: The CMaO leadership role 145
Figure 8.2: Process design - decision map 146
Figure 9.1: DuPont chart 163
Figure 9.2: Pillars of CFO purpose 166
Figure 10.1: CTOs' CROs' line vs. staff responsibilities 185
Figure 10.2: The growing scope of CTOs' CROs'
responsibilities 186
Figure 10.3: The changing agenda of the CTO/CRO 189
Figure 10.4: The interdependence of technology and business
visions 191
Figures xi
Figure 10.5: The 'hard' and 'soft' elements of a technology
vision 192
Figure 10.6: Charter proposed by the CTO of one of the
world's leading chemical companies 194
Figure 10.7: Grounding shared technology beliefs and values 195
Figure 11.1: The CIO leadership role 208
Figure 11.2: Competitive value of tomorrow's IS/IT
investments 210
Figure 11.3: The business value of IT deployment of IT 213
Figure 11.4: The information orientation maturity model 214
Figure 11.5: The CIO leadership role - Key performance
criteria 215
Figure 12.1: It all begins with the business model. 224
Figure 12.2: Three faces of the CHRO's leadership role 225
Figure 12.3: The talent pipeline 229
Figure 13.1: Types of corporate governance officers 259
Figure 13.2: Strategic change drivers of the role of
corporate governance officer 271
Figure 14.1: The skills of the CCO 297
Figure 19.1: Functional myopia 366
Tables
Table 3.1: Beware the shadow side page 39
Table 9.1: A day in the life of a CFO: Three examples 167
Table 9.2: Recruitment criteria for finance professionals at
two companies 172
Table 9.3: What motivates people 172
Table 14.1: Sample functional integration matrix 293
Table 14.2: Sample strategic communication plan 294
Table 19.1: Areas of potential conflict between marketing and
manufacturing 371
Xll |
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| illustrated | Illustrated |
| index_date | 2024-07-02T21:39:35Z |
| indexdate | 2024-07-09T21:19:51Z |
| institution | BVB |
| isbn | 9780521172400 9780521856324 |
| language | English |
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| spelling | Leading in the top team the CXO challenge ed. by Preston Bottger Cambridge [u.a.] Cambridge Univ. Press 2008 XIV, 410 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Hier auch später erschienene, unveränderte Nachdrucke Führung Leadership Management Industrial management Chief executive officers 1\p (DE-588)4143413-4 Aufsatzsammlung gnd-content Bottger, Preston 1950- Sonstige (DE-588)135605733 oth http://www.loc.gov/catdir/enhancements/fy0808/2007052883-b.html Autorenbiografie http://www.loc.gov/catdir/enhancements/fy0808/2007052883-d.html Verlagsmeldung http://www.loc.gov/catdir/enhancements/fy0808/2007052883-t.html Inhaltsverzeichnis HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016668007&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Leading in the top team the CXO challenge Führung Leadership Management Industrial management Chief executive officers |
| subject_GND | (DE-588)4143413-4 |
| title | Leading in the top team the CXO challenge |
| title_auth | Leading in the top team the CXO challenge |
| title_exact_search | Leading in the top team the CXO challenge |
| title_exact_search_txtP | Leading in the top team the CXO challenge |
| title_full | Leading in the top team the CXO challenge ed. by Preston Bottger |
| title_fullStr | Leading in the top team the CXO challenge ed. by Preston Bottger |
| title_full_unstemmed | Leading in the top team the CXO challenge ed. by Preston Bottger |
| title_short | Leading in the top team |
| title_sort | leading in the top team the cxo challenge |
| title_sub | the CXO challenge |
| topic | Führung Leadership Management Industrial management Chief executive officers |
| topic_facet | Führung Leadership Management Industrial management Chief executive officers Aufsatzsammlung |
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