CEO surveys indicate two-thirds of organizations fail to sustain
improvements, likely because behaviors do not change, the
methodology reveled in this book succeeds in creating the
self-awareness necessary to sustain behavioral (i.e. cultural)
changes. Not based on opinions or theories, instead developed
through experimentation.Revealed are practical and successful ways
to align behaviors that sustain improvements, from an author who
has transformed his own business as well as others in 32 countries.
This is a book to be used. D. Hines, NORTHROP GRUMMAN CORPORATION
Whatever your business, manufacturing or service, if you want to do
better this is an essential guidebook. T. Quick, Chair, Defence
Materials Technology Centre, Australia This book gives the reader a
solid approach to move ahead & I am eager to try some of the
ideas with my team. G. Angelov, Director WHIRLPOOL CORPORATION is a
masterful indictment on how a methodical and yet subtle awareness
of an individual's culture, and influence this could have on their
decision-making, can readily facilitate solid and profitable
strategic objective alignment G.Cole, Director Asia M-I SWACO - A
SCHLUMBERGER COMPANY It jumps the level of changing behaviors. A.
Valdez, LA-Z-BOY Corporation Culturally On Plan shares a proven and
successful method to lead practical change in achieving strategic
objectives. It is based on recognizing patterns in human change
(for example, its always the other-guy that must change) and
utilizing simple self-awareness techniques to create the desire to
undertake pragmatic and proven steps in aligning individual's
traits and behaviors to those necessary in achieving the strategic
targets. Not only will does this book clearly provide a practical
& successful method to lead organizational change, but on a
personal level you will also realize pragmatic non-biased ways to
explore and improve your own personal traits. (note: the CEO's
behavior only affects 2 of 5 categories of personality, therefore
the leadership team must change) 3 underlying philosophies help
keep the book centered on reality: 1.The other guy syndrome: It's
always the other guy's traits that need to change. 2.People don't
resist change as much as they resist BEING CHANGED 3.People's
mindset (beliefs & values) have a profound influence on their
decision-making. This new method in reaching strategic objectives
is therefore centered on creating individual awareness of traits
and behaviors and letting the various leaders compare those
privately or publically to the desired traits (in reaching the
objectives) and developing a Cultural Transformation Plan that
reaches the level of practical and proven actions that help in
changing traits. This awareness comes in the form of various
individual self-assessments in the areas of behaviors, traits and
decision-making abilities, to name a few. The main steps that have
led to success: 1.Properly deploying the strategic objectives
2.Evolving a Cultural Transformation Plan - Assessing the desired
traits and behaviors vital in supporting the strategy - Creating
awareness of leadership's current traits and behaviors -
Identifying opportunities & practical actions to align
differences between the desired and current behaviors The book
begins by exploring why two-thirds of continuous improvement
transformations in the U.S. fail to sustain their results
(according to CEO surveys). It then explains how the method can be
practically applied resulting in successfully reaching objectives
and accomplishing cultural change. Consideration is given to:
Intuitive versus Analytic Thinking, Leading without Power, Creating
a Learning Organization, and Leading instead of Managing, etc.
General
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