Beyond Performance 超越绩效:组织健康是最大的竞争优势

作者: Scott （斯科特·凯勒）著 , Colin Price （科林·普莱斯）著

出版社: Wiley

出版时间: 2011-05

版次: 1

ISBN: 9781118024621

定价: 301.50

装帧: 精装

开本: 16开

纸张: 胶版纸

页数: 280页

正文语种: 英语

分类: 外文古旧书>英文书>管理

1人买过

What makes your company great today, however, won't necessarily make it great tomorrow. Evolving is critical to long-term corporate performance and health. Humankind's greatest invention isn't the wheel, it is organization: people working together towards a goal that is beyond what can be achieved by the sum of individuals acting alone. As each generation finds better and better ways of working together, we perform at levels that previous generations could never have imagined. On top of long term trends like cost-free availability of information and deriving differentiation by creating an experience, the world appears to be emerging from the most profound and far-reaching economic crisis since the great depression of the 1930's. And five other factors will continue to drive global change: the historic shift in economic growth from the developed to the developing world; an unprecedented imperative for mature economics to raise productivity to preserve living standards; the rise of new networks of communication and trade; a profound challenge in balancing economic growth and environmental sustainability; and an expanded role for the state in regulating markets. For organizations to not only be excellent but stay excellent, companies need to respond to these challenges with tact and understanding that with the right techniques, change can be driven to a company's advantage. If you are a leader of people who wants to change things for the better, this book is for you. If you want to leave a profound and lasting legacy in your organization and the stakeholder it serves, this book will help you do so. Scott Keller (Chicago, IL) is a director in the Chicago office of McKinsey & Company and leads its transformational change practice in the Americas. He has published many articles on organizational behavior as well as a book for colleagues and clients entitled The Performance Culture Imperative. He holds an MBA and a BS in mechanical engineering from the University of Notre Dame, Indiana, and has worked as a manufacturing manager for Procter & Gamble and a photovoltaic engineer for the US Department of Energy. Outside McKinsey, he is a co-founder of Digital Divide Data, an award-winning social enterprise that utilizes a sustainable IT service model to benefit some of the world's most disadvantages people.Colin Price (London, UK) is a director in McKinsey's London office and the global leader of its organization practice. He has advised many of the world's largest corporations, several national governments, and a number of charitable institutes. His six books include Mergers: Leadership, Performance and Corporate Health (written with his colleague David Fubini and Maurizio Zollo of INSEAD), and Vertical Takeoff (with Sir Richard Evans, former chairman of British Aerospace). He holds degrees in economics, industrial relations and psychology, and organizational behavior. He believes that the academic and business worlds have much to learn from each other, and is an associate fellow at Said Business School, University of Oxford, and a visiting professor at Bath University. Foreword

INTRODUCTION Excellence Found?

Only a third of organizations both achieve and sustainexcellence. Why so few? People have been working together formillennia—you’d think we’d be better at it by now. And what’s thecost to business and society that we’re not?

PART I WHY PERFORMANCE IS NOT ENOUGH

CHAPTER 1 The Big Idea: Performance and Health

Performance is about delivering financial results in the hereand now. Health is about the ability to do it year in, year out.The two are not the same. Some companies have neither; others havejust one. The ultimate competitive advantage lies in having both.But how?

CHAPTER 2 The Science: Hard Facts behind the SoftStuff

Health is every bit as measurable as performance. The path tohealth is just as clear as that to performance. The most exhaustiveresearch ever undertaken in the field tells us so. Is a change inmanagement accounting called for?

PART II THE FIVE FRAMES

CHAPTER 3 Aspire: Where Do We Want to Go?

Should we put more emphasis on short-term goals or long-termvision? Actually, it’s the medium term that matters most. Is therea recipe for success? In fact, there are four. Discover what alottery ticket has to do with deciding which one is right for yourorganization.

CHAPTER 4 Assess: How Ready Are We to Go There?

You know where you want to go, but does your organization havethe will and the skills to get there?

Finding out isn’t easy, but it is possible. Understand howthrough lessons learned from running a four-minute mile andobserving disenfranchised monkeys.

CHAPTER 5 Architect: What Do We Need to Do to Get There? 109 Nowit’s time to plan the journey to achieve your goals.

Working out what to do to improve performance isn’t enough—youneed to decide what not to do as well.

And designing the how just as thoughtfully as the what will bethe key to unlocking better health.

CHAPTER 6 Act: How Do We Manage the Journey?

Staying the course requires flexibility—adjusting as you go.Understand a tale of two pilots, put in place the right structure,and measure the right things. You’ll need extraordinary amounts ofenergy, so use both military and marketing tactics to driveownership.

CHAPTER 7 Advance: How Do We Keep Moving Forward?

Now what? Keep changing! Once you’ve built the infrastructurefor continuous improvement and the leadership competencies to driveyour organization forward, change will come naturally. Ultimatecompetitive advantage is yours.

PART III PUTTING IT ALL TOGETHER

CHAPTER 8 The Senior Leader’s Role: Does Change Have to Start atthe Top?

The senior leader casts a long shadow. The road to success isimmeasurably easier if they embrace the role that only they canplay. That means making it personal, getting the right team inplace, and applying the right levels of challenge and support.

CHAPTER 9 The Five Frames in Action: How Do You Make a GreatOrganization Even Better?

It’s one thing to face the challenge of turning around astruggling organization. But how do you set about transforming whenlife is good? Follow one company as it makes its journey throughthe five frames.

CHAPTER 10 Making It Happen: Do You Have What ItTakes?

Now you’ve got the knowledge, what are you going to do with it?Start by getting a firm grip on your organization’s performance andhealth. Then work through the five frames. If the odds of becomingand staying excellent are to improve, it starts with you.

Notes

Recommended Reading

Acknowledgments

About the Authors

Index
内容简介:
What makes your company great today, however, won't necessarily make it great tomorrow. Evolving is critical to long-term corporate performance and health. Humankind's greatest invention isn't the wheel, it is organization: people working together towards a goal that is beyond what can be achieved by the sum of individuals acting alone. As each generation finds better and better ways of working together, we perform at levels that previous generations could never have imagined. On top of long term trends like cost-free availability of information and deriving differentiation by creating an experience, the world appears to be emerging from the most profound and far-reaching economic crisis since the great depression of the 1930's. And five other factors will continue to drive global change: the historic shift in economic growth from the developed to the developing world; an unprecedented imperative for mature economics to raise productivity to preserve living standards; the rise of new networks of communication and trade; a profound challenge in balancing economic growth and environmental sustainability; and an expanded role for the state in regulating markets. For organizations to not only be excellent but stay excellent, companies need to respond to these challenges with tact and understanding that with the right techniques, change can be driven to a company's advantage. If you are a leader of people who wants to change things for the better, this book is for you. If you want to leave a profound and lasting legacy in your organization and the stakeholder it serves, this book will help you do so.
作者简介:
Scott Keller (Chicago, IL) is a director in the Chicago office of McKinsey & Company and leads its transformational change practice in the Americas. He has published many articles on organizational behavior as well as a book for colleagues and clients entitled The Performance Culture Imperative. He holds an MBA and a BS in mechanical engineering from the University of Notre Dame, Indiana, and has worked as a manufacturing manager for Procter & Gamble and a photovoltaic engineer for the US Department of Energy. Outside McKinsey, he is a co-founder of Digital Divide Data, an award-winning social enterprise that utilizes a sustainable IT service model to benefit some of the world's most disadvantages people.Colin Price (London, UK) is a director in McKinsey's London office and the global leader of its organization practice. He has advised many of the world's largest corporations, several national governments, and a number of charitable institutes. His six books include Mergers: Leadership, Performance and Corporate Health (written with his colleague David Fubini and Maurizio Zollo of INSEAD), and Vertical Takeoff (with Sir Richard Evans, former chairman of British Aerospace). He holds degrees in economics, industrial relations and psychology, and organizational behavior. He believes that the academic and business worlds have much to learn from each other, and is an associate fellow at Said Business School, University of Oxford, and a visiting professor at Bath University.
目录:
Foreword

INTRODUCTION Excellence Found?

Only a third of organizations both achieve and sustainexcellence. Why so few? People have been working together formillennia—you’d think we’d be better at it by now. And what’s thecost to business and society that we’re not?

PART I WHY PERFORMANCE IS NOT ENOUGH

CHAPTER 1 The Big Idea: Performance and Health

Performance is about delivering financial results in the hereand now. Health is about the ability to do it year in, year out.The two are not the same. Some companies have neither; others havejust one. The ultimate competitive advantage lies in having both.But how?

CHAPTER 2 The Science: Hard Facts behind the SoftStuff

Health is every bit as measurable as performance. The path tohealth is just as clear as that to performance. The most exhaustiveresearch ever undertaken in the field tells us so. Is a change inmanagement accounting called for?

PART II THE FIVE FRAMES

CHAPTER 3 Aspire: Where Do We Want to Go?

Should we put more emphasis on short-term goals or long-termvision? Actually, it’s the medium term that matters most. Is therea recipe for success? In fact, there are four. Discover what alottery ticket has to do with deciding which one is right for yourorganization.

CHAPTER 4 Assess: How Ready Are We to Go There?

You know where you want to go, but does your organization havethe will and the skills to get there?

Finding out isn’t easy, but it is possible. Understand howthrough lessons learned from running a four-minute mile andobserving disenfranchised monkeys.

CHAPTER 5 Architect: What Do We Need to Do to Get There? 109 Nowit’s time to plan the journey to achieve your goals.

Working out what to do to improve performance isn’t enough—youneed to decide what not to do as well.

And designing the how just as thoughtfully as the what will bethe key to unlocking better health.

CHAPTER 6 Act: How Do We Manage the Journey?

Staying the course requires flexibility—adjusting as you go.Understand a tale of two pilots, put in place the right structure,and measure the right things. You’ll need extraordinary amounts ofenergy, so use both military and marketing tactics to driveownership.

CHAPTER 7 Advance: How Do We Keep Moving Forward?

Now what? Keep changing! Once you’ve built the infrastructurefor continuous improvement and the leadership competencies to driveyour organization forward, change will come naturally. Ultimatecompetitive advantage is yours.

PART III PUTTING IT ALL TOGETHER

CHAPTER 8 The Senior Leader’s Role: Does Change Have to Start atthe Top?

The senior leader casts a long shadow. The road to success isimmeasurably easier if they embrace the role that only they canplay. That means making it personal, getting the right team inplace, and applying the right levels of challenge and support.

CHAPTER 9 The Five Frames in Action: How Do You Make a GreatOrganization Even Better?

It’s one thing to face the challenge of turning around astruggling organization. But how do you set about transforming whenlife is good? Follow one company as it makes its journey throughthe five frames.

CHAPTER 10 Making It Happen: Do You Have What ItTakes?

Now you’ve got the knowledge, what are you going to do with it?Start by getting a firm grip on your organization’s performance andhealth. Then work through the five frames. If the odds of becomingand staying excellent are to improve, it starts with you.

Notes

Recommended Reading

Acknowledgments

About the Authors

Index

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Beyond Performance 超越绩效:组织健康是最大的竞争优势

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