Lead right for your company's type: how to connect your culture with your customer promise
"Because one size does not fit all. From turf wars to low morale, most companies attempt to cure what ails them with the latest management fad--and fail. They are treating the symptoms while ignoring the true problem. Success starts with knowing the kind of business you're really in. Lead...
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
New York ; Atlanta ; Brussels ; Chicago ; Mexiko City ; San Francisco ; Shanghai ; Tokyo ; Toronto ; Washington, DC
AMACOM, American Management Association
[2017]
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| Schlagworte: | |
| Zusammenfassung: | "Because one size does not fit all. From turf wars to low morale, most companies attempt to cure what ails them with the latest management fad--and fail. They are treating the symptoms while ignoring the true problem. Success starts with knowing the kind of business you're really in. Lead Right for Your Company's Type argues that every enterprise falls into one of four categories as dictated by their customer promise: customized (e.g. ad agency), predictable and dependable (e.g utility company), benevolent (e.g. educational institution), and best in class (e.g. high-tech company like Apple). When leadership practices fit the customer promise and company type, the organization thrives. But apply the wrong practices and the mismatch pulls the enterprise apart. Example after example exposes the fallout: A small arts college destabilized by top-down rules designed for a predictable and dependable company; A mid-tier retail chain derailed by leadership demands for superior products instead of reliably low prices; A software giant brought to its knees by prioritizing profits over innovation. Insightful and practical, the book's proven tools and five-step process will help you diagnose your organization's ills--and stop them at their source"--The publisher |
| Beschreibung: | xxi, 200 Seiten Diagramme |
| ISBN: | 9780814437995 0814437990 |
Internformat
MARC
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| 020 | |a 0814437990 |9 0-8144-3799-0 | ||
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| 100 | 1 | |a Schneider, William E. |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Lead right for your company's type |b how to connect your culture with your customer promise |c William E. Schneider |
| 264 | 1 | |a New York ; Atlanta ; Brussels ; Chicago ; Mexiko City ; San Francisco ; Shanghai ; Tokyo ; Toronto ; Washington, DC |b AMACOM, American Management Association |c [2017] | |
| 264 | 4 | |c © 2017 | |
| 300 | |a xxi, 200 Seiten |b Diagramme | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 505 | 8 | |a Sect. I. The four living enterprises. The four living enterprises : determining your organization's type -- The predictable and dependable enterprise : providing basic and dependable products and services -- The enrichment enterprise : elevating customer's lives -- The best-in-class enterprise : creating and delivering distinctive products and services -- The customized enterprise : delivering a tailored solution for each unique customer -- The system-centric mind-set : start and stay with your living system -- sect. II. How to connect your customer promise, culture, and leadership. Focus : establishing the magnetic north for your enterprise -- Configuration : properly connecting core and support work processes -- Integration : linking the fifteen drivers of culture and the three drivers of leadership to your unique customer promise -- Balance : keeping your strengths from becoming weaknesses -- Adaptation : adapting to environmental and life cycle changes -- Conclusion | |
| 520 | 3 | |a "Because one size does not fit all. From turf wars to low morale, most companies attempt to cure what ails them with the latest management fad--and fail. They are treating the symptoms while ignoring the true problem. Success starts with knowing the kind of business you're really in. Lead Right for Your Company's Type argues that every enterprise falls into one of four categories as dictated by their customer promise: customized (e.g. ad agency), predictable and dependable (e.g utility company), benevolent (e.g. educational institution), and best in class (e.g. high-tech company like Apple). When leadership practices fit the customer promise and company type, the organization thrives. But apply the wrong practices and the mismatch pulls the enterprise apart. Example after example exposes the fallout: A small arts college destabilized by top-down rules designed for a predictable and dependable company; A mid-tier retail chain derailed by leadership demands for superior products instead of reliably low prices; A software giant brought to its knees by prioritizing profits over innovation. Insightful and practical, the book's proven tools and five-step process will help you diagnose your organization's ills--and stop them at their source"--The publisher | |
| 653 | 0 | |a Leadership | |
| 653 | 0 | |a Organizational behavior | |
| 653 | 0 | |a Corporate culture | |
| 653 | 0 | |a Customer relations | |
| 653 | 0 | |a Corporate culture | |
| 653 | 0 | |a Customer relations | |
| 653 | 0 | |a Leadership | |
| 653 | 0 | |a Organizational behavior | |
| 776 | 0 | 8 | |i Online version |a Schneider, William E. |t Lead right for your company's type |d New York, NY : AMACOM, [2017] |z 978-0-8144-3800-8 |
| 999 | |a oai:aleph.bib-bvb.de:BVB01-030153659 | ||
Datensatz im Suchindex
| _version_ | 1804178276594221056 |
|---|---|
| any_adam_object | |
| author | Schneider, William E. |
| author_facet | Schneider, William E. |
| author_role | aut |
| author_sort | Schneider, William E. |
| author_variant | w e s we wes |
| building | Verbundindex |
| bvnumber | BV044758193 |
| classification_rvk | QP 620 |
| contents | Sect. I. The four living enterprises. The four living enterprises : determining your organization's type -- The predictable and dependable enterprise : providing basic and dependable products and services -- The enrichment enterprise : elevating customer's lives -- The best-in-class enterprise : creating and delivering distinctive products and services -- The customized enterprise : delivering a tailored solution for each unique customer -- The system-centric mind-set : start and stay with your living system -- sect. II. How to connect your customer promise, culture, and leadership. Focus : establishing the magnetic north for your enterprise -- Configuration : properly connecting core and support work processes -- Integration : linking the fifteen drivers of culture and the three drivers of leadership to your unique customer promise -- Balance : keeping your strengths from becoming weaknesses -- Adaptation : adapting to environmental and life cycle changes -- Conclusion |
| ctrlnum | (OCoLC)1028532572 (DE-599)BVBBV044758193 |
| discipline | Wirtschaftswissenschaften |
| format | Book |
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The four living enterprises. The four living enterprises : determining your organization's type -- The predictable and dependable enterprise : providing basic and dependable products and services -- The enrichment enterprise : elevating customer's lives -- The best-in-class enterprise : creating and delivering distinctive products and services -- The customized enterprise : delivering a tailored solution for each unique customer -- The system-centric mind-set : start and stay with your living system -- sect. II. How to connect your customer promise, culture, and leadership. Focus : establishing the magnetic north for your enterprise -- Configuration : properly connecting core and support work processes -- Integration : linking the fifteen drivers of culture and the three drivers of leadership to your unique customer promise -- Balance : keeping your strengths from becoming weaknesses -- Adaptation : adapting to environmental and life cycle changes -- Conclusion</subfield></datafield><datafield tag="520" ind1="3" ind2=" "><subfield code="a">"Because one size does not fit all. From turf wars to low morale, most companies attempt to cure what ails them with the latest management fad--and fail. They are treating the symptoms while ignoring the true problem. Success starts with knowing the kind of business you're really in. 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| id | DE-604.BV044758193 |
| illustrated | Not Illustrated |
| indexdate | 2024-07-10T08:01:24Z |
| institution | BVB |
| isbn | 9780814437995 0814437990 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-030153659 |
| oclc_num | 1028532572 |
| open_access_boolean | |
| owner | DE-521 |
| owner_facet | DE-521 |
| physical | xxi, 200 Seiten Diagramme |
| publishDate | 2017 |
| publishDateSearch | 2017 |
| publishDateSort | 2017 |
| publisher | AMACOM, American Management Association |
| record_format | marc |
| spelling | Schneider, William E. Verfasser aut Lead right for your company's type how to connect your culture with your customer promise William E. Schneider New York ; Atlanta ; Brussels ; Chicago ; Mexiko City ; San Francisco ; Shanghai ; Tokyo ; Toronto ; Washington, DC AMACOM, American Management Association [2017] © 2017 xxi, 200 Seiten Diagramme txt rdacontent n rdamedia nc rdacarrier Sect. I. The four living enterprises. The four living enterprises : determining your organization's type -- The predictable and dependable enterprise : providing basic and dependable products and services -- The enrichment enterprise : elevating customer's lives -- The best-in-class enterprise : creating and delivering distinctive products and services -- The customized enterprise : delivering a tailored solution for each unique customer -- The system-centric mind-set : start and stay with your living system -- sect. II. How to connect your customer promise, culture, and leadership. Focus : establishing the magnetic north for your enterprise -- Configuration : properly connecting core and support work processes -- Integration : linking the fifteen drivers of culture and the three drivers of leadership to your unique customer promise -- Balance : keeping your strengths from becoming weaknesses -- Adaptation : adapting to environmental and life cycle changes -- Conclusion "Because one size does not fit all. From turf wars to low morale, most companies attempt to cure what ails them with the latest management fad--and fail. They are treating the symptoms while ignoring the true problem. Success starts with knowing the kind of business you're really in. Lead Right for Your Company's Type argues that every enterprise falls into one of four categories as dictated by their customer promise: customized (e.g. ad agency), predictable and dependable (e.g utility company), benevolent (e.g. educational institution), and best in class (e.g. high-tech company like Apple). When leadership practices fit the customer promise and company type, the organization thrives. But apply the wrong practices and the mismatch pulls the enterprise apart. Example after example exposes the fallout: A small arts college destabilized by top-down rules designed for a predictable and dependable company; A mid-tier retail chain derailed by leadership demands for superior products instead of reliably low prices; A software giant brought to its knees by prioritizing profits over innovation. Insightful and practical, the book's proven tools and five-step process will help you diagnose your organization's ills--and stop them at their source"--The publisher Leadership Organizational behavior Corporate culture Customer relations Online version Schneider, William E. Lead right for your company's type New York, NY : AMACOM, [2017] 978-0-8144-3800-8 |
| spellingShingle | Schneider, William E. Lead right for your company's type how to connect your culture with your customer promise Sect. I. The four living enterprises. The four living enterprises : determining your organization's type -- The predictable and dependable enterprise : providing basic and dependable products and services -- The enrichment enterprise : elevating customer's lives -- The best-in-class enterprise : creating and delivering distinctive products and services -- The customized enterprise : delivering a tailored solution for each unique customer -- The system-centric mind-set : start and stay with your living system -- sect. II. How to connect your customer promise, culture, and leadership. Focus : establishing the magnetic north for your enterprise -- Configuration : properly connecting core and support work processes -- Integration : linking the fifteen drivers of culture and the three drivers of leadership to your unique customer promise -- Balance : keeping your strengths from becoming weaknesses -- Adaptation : adapting to environmental and life cycle changes -- Conclusion |
| title | Lead right for your company's type how to connect your culture with your customer promise |
| title_auth | Lead right for your company's type how to connect your culture with your customer promise |
| title_exact_search | Lead right for your company's type how to connect your culture with your customer promise |
| title_full | Lead right for your company's type how to connect your culture with your customer promise William E. Schneider |
| title_fullStr | Lead right for your company's type how to connect your culture with your customer promise William E. Schneider |
| title_full_unstemmed | Lead right for your company's type how to connect your culture with your customer promise William E. Schneider |
| title_short | Lead right for your company's type |
| title_sort | lead right for your company s type how to connect your culture with your customer promise |
| title_sub | how to connect your culture with your customer promise |
| work_keys_str_mv | AT schneiderwilliame leadrightforyourcompanystypehowtoconnectyourculturewithyourcustomerpromise |