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Envision this scenario: An industrial manufacturer is breaking
itself in three, and its board chair asks you, the chief financial
officer, to step up to the helm of one of the spin-offs. You will
take charge of everything, from plant operations and product
marketing to human resources and governance practices. Are you
ready to lead? In The Leader's Checklist, 10th Anniversary Edition:
16 Mission-Critical Principles, world-renowned leadership expert
and Wharton professor Michael Useem shows you how to lead through
any challenge-and shares how ITT's Denise Ramos did just that when
she encountered this situation. In this illuminating guide, Useem
offers a Leader's Checklist that will help you develop your ability
to make good and timely decisions in unpredictable and stressful
environments-for those moments when leadership really matters. To
illustrate the principles, Useem examines where leaders go
right-and wrong. He looks at:How Ramos, the former CEO of ITT,
turned around the once-struggling enterprise; How AIG's tone-deaf
response to the tumultuous events of the global financial crisis
left the company vulnerable to one of the greatest corporate
collapses in business history; andHow Virginia Rometty, the former
executive chair of IBM, acquired and integrated a cloud-computing
company to help turn around IBM's fortunes. Based on Useem's own
research experience and an array of leadership investigators,
thinkers, and practitioners, The Leader's Checklist offers
actionable insights you can put into practice as a leader today.
"The Strategic Leader's Roadmap provides an essential playbook for
combining business strategy with great leadership."—William P.
Lauder, Executive Chairman, The Estée Lauder Companies Inc. In The
Strategic Leader's Roadmap, Updated and Revised Edition: 6 Steps
for Integrating Leadership and Strategy, Wharton management
professors Harbir Singh and Michael Useem offer a six-point
checklist for today's leaders to follow. They explain how leading
strategically will help managers strengthen their capacity to
develop strategy and to lead its execution. Drawing on one-on-one
interviews with CEOs, in-depth research, and their experience
teaching today's executives and tomorrow's leaders, Singh and Useem
take readers into the offices—and mindsets—of some of today's
foremost strategic leaders. In this fully updated and revised
edition, Singh and Useem explore: How Indra Nooyi rose to become
CEO of PepsiCo and led its successful strategic redirection; How
Jack Ma consistently pivoted and outflanked competition to position
Alibaba to become a global behemoth; How John Chambers, executive
chairman of Cisco Systems, changed his and other company leaders'
leadership to stay ahead of disruption; How Lawrence Culp Jr., the
CEO of Danaher from 2001 to 2014 and later General Electric,
increased the market value of Danaher more than four-fold compared
to the S&P 500. Fast-reading and actionable, The Strategic
Leader's Roadmap will enable leaders at all levels to master the
abilities necessary to keep their companies ahead of the
competition.
Envision this scenario: An industrial manufacturer is breaking
itself in three, and its board chair asks you, the chief financial
officer, to step up to the helm of one of the spin-offs. You will
take charge of everything, from plant operations and product
marketing to human resources and governance practices. Are you
ready to lead? In The Leader's Checklist, 10th Anniversary Edition:
16 Mission-Critical Principles, world-renowned leadership expert
and Wharton professor Michael Useem shows you how to lead through
any challenge—and shares how ITT's Denise Ramos did just that
when she encountered this situation. In this illuminating guide,
Useem offers a Leader's Checklist that will help you develop your
ability to make good and timely decisions in unpredictable and
stressful environments—for those moments when leadership really
matters. To illustrate the principles, Useem examines where leaders
go right—and wrong. He looks at:How Ramos, the former CEO of ITT,
turned around the once-struggling enterprise; How AIG's tone-deaf
response to the tumultuous events of the global financial crisis
left the company vulnerable to one of the greatest corporate
collapses in business history; andHow Virginia Rometty, the former
executive chair of IBM, acquired and integrated a cloud-computing
company to help turn around IBM's fortunes. Based on Useem's own
research experience and an array of leadership investigators,
thinkers, and practitioners, The Leader's Checklist offers
actionable insights you can put into practice as a leader today.
"The Strategic Leader's Roadmap provides an essential playbook for
combining business strategy with great leadership."-William P.
Lauder, Executive Chairman, The Estee Lauder Companies Inc. In The
Strategic Leader's Roadmap, Updated and Revised Edition: 6 Steps
for Integrating Leadership and Strategy, Wharton management
professors Harbir Singh and Michael Useem offer a six-point
checklist for today's leaders to follow. They explain how leading
strategically will help managers strengthen their capacity to
develop strategy and to lead its execution. Drawing on one-on-one
interviews with CEOs, in-depth research, and their experience
teaching today's executives and tomorrow's leaders, Singh and Useem
take readers into the offices-and mindsets-of some of today's
foremost strategic leaders. In this fully updated and revised
edition, Singh and Useem explore: How Indra Nooyi rose to become
CEO of PepsiCo and led its successful strategic redirection; How
Jack Ma consistently pivoted and outflanked competition to position
Alibaba to become a global behemoth; How John Chambers, executive
chairman of Cisco Systems, changed his and other company leaders'
leadership to stay ahead of disruption; How Lawrence Culp Jr., the
CEO of General Electric, has increased efficiency by up to 900% by
undertaking a thorough examination of process and strategy.
Fast-reading and actionable, The Strategic Leader's Roadmap will
enable leaders at all levels to master the abilities necessary to
keep their companies ahead of the competition.
800-CEO-READ BESTSELLER Featured in Fortune, Harvard Business
Review, and Entrepreneur, Go Long is "mandatory reading for the
CEOs and boards of all public companies," according to David M.
Rubenstein, co-founder and co-executive chairman of The Carlyle
Group. The lifespans of companies are growing shorter each day. Why
do some companies thrive and grow, while others fail? Inspired by
the CEO Academy, the annual off-the-record gathering of chief
executives organized by the authors, reveals how some of the
world's most prominent business leaders resisted short-term
pressures to successfully manage their organizations for the long
term, and in turn, aim to create more jobs, more satisfied
customers, and more shareholder wealth. In Go Long, authors Dennis
Carey, Brian Dumaine, Michael Useem, and Rodney Zemmel take you
behind the scenes to witness the business decisions that are
enabling leading organizations to outsmart and outlast the
competition. Why did CEO Larry Merlo allow CVS to take a $2 billion
hit-on purpose? How did former CEO Alan Mulally maneuver Ford's $48
billion turnaround? How did director Maggie Wilderotter and her
fellow board members engage top management to embark on an unusual
exercise to help Hewlett Packard Enterprise build a long-term
strategy? Why did former CEO Paul Polman turn back to Unilever's
original mission of leading with a purpose to fuel profits? How did
former Verizon CEO Ivan Seidenberg convince his investors and board
to allow him to make a $150 billion bet? How did former CEO George
Buckley find a way to address investor calls for 3M to spend less
on research and development while still finding a way to innovate?
These leaders argue that a short-term mindset might satisfy
investors for this quarter or next, but there's a heavy price to be
paid. Instead, they argue, long-term thinking is your best
short-term strategy. "Considering the enormous harm that short-term
investing has done not only to companies, but to countries as well,
this book should be required reading in boardrooms everywhere. A
concise, powerful call for responsible, long-term business
practices."-Kirkus Reviews "A must-read. If you're looking to build
or lead a company that grows consistently not just from quarter to
quarter, but year to year ... this book is for you."-Indra Nooyi,
Board of Directors, Amazon; former Chairman and CEO, PepsiCo, Inc.
Are you ready for the leadership moment?
Merck's Roy Vagelos commits millions of dollars to develop a drug needed only by people who can't afford it · Eugene Kranz struggles to bring the Apollo 13 astronauts home after an explosion rips through their spacecraft · Arlene Blum organizes the first women's ascent of one of the world's most dangerous mountains · Joshua Lawrence Chamberlain leads his tattered troops into a pivotal Civil War battle at Little Round Top · John Gutfreund loses Salomon Brothers when his inattention to a trading scandal almost topples the Wall Street giant · Clifton Wharton restructures a $50 billion pension system direly out of touch with its customers · Alfredo Cristiani transforms El Salvador's decade-long civil war into a negotiated settlement · Nancy Barry leads Women's World Banking in the fight against Third World poverty · Wagner Dodge faces the decision of a lifetime as a fast-moving forest fire overtakes his firefighting crew
Exploding growth. Soaring investment. Incoming talent waves.
India's top companies are scoring remarkable successes on these
fronts - and more. How? Instead of adopting management practices
that dominate Western businesses, they're applying fresh practices
of their ownin strategy, leadership, talent, and organizational
culture. In The India Way, the Wharton School India Team unveils
these companies' secrets. Drawing on interviews with leaders of
India's largest firms - including Mukesh Ambani of Reliance
Industries, Narayana Murthy of Infosys Technologies, and Vineet
Nayar of HCL Technologies - the authors identify what Indian
managers do differently, including: Looking beyond stockholders'
interests to public mission and national purpose Drawing on
improvisation, adaptation, and resilience to overcome endless
hurdles Identifying products and services of compelling value to
customers Investing in talent and building a stirring culture The
authors explain how these innovations work within Indian companies,
identifying those likely to remain indigenous and those that can be
adapted to the Western context. With its in-depth analysis and
research, The India Way offers valuable insights for all managers
seeking to strengthen their organization's performance.
A leader's job-in a radically changing world-is standing on the
cliff edge, getting a grip on unfamiliar landscapes, and acquiring
the skills for leading the enterprise into new territory. In a
world facing the unprecedented challenges of global pandemic and
economic distruption, every leader needs to find the edge for
leaping across the breach and breaking new ground on the other
side. Michael Useem provides rare insight into how ten leaders
confronted hard realities. He looked close-in at the lide and work
of people such as Bill McNabb of Vanguard, Jeffrey Lurie of the
Philadelphia Eagles, Alex Gorsky of Johnson & Johnson, and
Tricia Griffith of Progressive Insurance. His "you are there"
profiles chronicle fateful decisions such as:Meeting the concerns
of a next-generation workforce that considers inclusiveness an
integral part of businessDeveloping a strategy for growth in a
market that is crateringEscaping the confines of an insane,
always-on, 24/7 world to learn about the real, granular changes
happening in the marketplace Useem's profiles of leaders on the
edge provide the inspiration and the guidance we all need for
adapting and thriving in an era of massive disruption and
continuous transformation.
On February 27, 2010, Chile was rocked by a violent earthquake five
hundred times more powerful than the one that hit Haiti just six
weeks prior. The Chilean earthquake devastated schools, hospitals,
roads, and homes, paralyzing the country for weeks and causing
economic damage that was equal to 18 percent of Chile's GDP. This
calamity hit just as an incumbent political regime was packing its
bags and a new administration was preparing to take office. For
most countries, it would have taken years, if not decades, to
recover from such an event. Yet, only one year later, Chile's
economy had reached a six percent annual growth rate. In Leadership
Dispatches, Michael Useem, Howard Kunreuther, and Erwann
Michel-Kerjan look at how the nation's leaders-in government,
business, religion, academia, and beyond-facilitated Chile's
recovery. They attribute Chile's remarkable comeback to a two-part
formula consisting of strong national leadership on the one hand,
and deeply rooted institutional practices on the other. Coupled
with strategic, deliberative thinking, these levers enabled Chile
to bounce back quickly and exceed its prior national performance.
The authors make the case that the Chilean story contains lessons
for a broad range of organizations and governments the world over.
Large-scale catastrophes of many kinds-from technological meltdowns
to disease pandemics-have been on the rise in recent years. Now is
the time to seek ideas and guidance from other leaders who have
triumphed in the wake of a disaster. In this vein, Leadership
Dispatches is both a remarkable story of resilience and an
instructive look at how those with the greatest responsibility for
a country, company, or community should lead.
Is your firm's board creating value--or destroying it? Change is
coming. Leadership at the top is being redefined as boards take a
more active role in decisions that once belonged solely to the CEO.
But for all the advantages of increased board engagement, it can
create debilitating questions of authority and dangerous meddling
in day-to-day operations. Directors need a new road map--for when
to lead, when to partner, and when to stay out of the way.
Boardroom veterans Ram Charan, Dennis Carey, and Michael Useem
advocate this new governance model--a sharp departure from what has
been demanded by governance activists, raters, and regulators--and
reveal the emerging practices that are defining shared leadership
of directors and executives. Based on personal interviews and the
authors' broad and deep experience working with executives and
directors from dozens of the world's largest firms, including
Apple, Boeing, Ford, Infosys, and Lenovo, Boards That Lead tells
the inside story behind the successes and pitfalls of this new
leadership model and explains how to: * Define the central idea of
the company * Ensure that the right CEO is in place and potential
successors are identified * Recruit directors who add value * Root
out board dysfunction * Select a board leader who deftly bridges
the divide between management and the board * Set a high bar on
ethics and risk With a total of eighteen checklists that will
transform board directors from monitors to leaders, Charan, Carey,
and Useem provide a smart and practical guide for businesspeople
everywhere--whether they occupy the boardroom or the C-suite.
800-CEO-READ BESTSELLER Featured in Fortune, Harvard Business
Review, and Entrepreneur, Go Long is "mandatory reading for the
CEOs and boards of all public companies," according to David M.
Rubenstein, co-founder and co-executive chairman of The Carlyle
Group. The lifespans of companies are growing shorter each day. Why
do some companies thrive and grow, while others fail? Inspired by
the CEO Academy, the annual off-the-record gathering of chief
executives organized by the authors, reveals how some of the
world's most prominent business leaders resisted short-term
pressures to successfully manage their organizations for the long
term, and in turn, aim to create more jobs, more satisfied
customers, and more shareholder wealth. In Go Long, authors Dennis
Carey, Brian Dumaine, Michael Useem, and Rodney Zemmel take you
behind the scenes to witness the business decisions that are
enabling leading organizations to outsmart and outlast the
competition. Why did CEO Larry Merlo allow CVS to take a $2 billion
hit-on purpose? How did former CEO Alan Mulally maneuver Ford's $48
billion turnaround? How did director Maggie Wilderotter and her
fellow board members engage top management to embark on an unusual
exercise to help Hewlett Packard Enterprise build a long-term
strategy? Why did former CEO Paul Polman turn back to Unilever's
original mission of leading with a purpose to fuel profits? How did
former Verizon CEO Ivan Seidenberg convince his investors and board
to allow him to make a $150 billion bet? How did former CEO George
Buckley find a way to address investor calls for 3M to spend less
on research and development while still finding a way to innovate?
These leaders argue that a short-term mindset might satisfy
investors for this quarter or next, but there's a heavy price to be
paid. Instead, they argue, long-term thinking is your best
short-term strategy. "Considering the enormous harm that short-term
investing has done not only to companies, but to countries as well,
this book should be required reading in boardrooms everywhere. A
concise, powerful call for responsible, long-term business
practices."-Kirkus Reviews "A must-read. If you're looking to build
or lead a company that grows consistently not just from quarter to
quarter, but year to year ... this book is for you."-Indra Nooyi,
Board of Directors, Amazon; former Chairman and CEO, PepsiCo, Inc.
When Peter Drucker wrote Concept of the Corporation in 1946, he
revealed what made the large American corporation tick. Similarly,
The Art of Japanese Management by Richard Pascale in 1981 explained
the unique practices developed by the Japanese to bring that
country's economy out of the ashes. The emerging Chinese
juggernauts-the Alibabas, Lenovos, and Haiers-need similar
revelation since they are a different breed in their own right.
Little is understood about them, how they work, and what makes them
such potentially imposing competitors. Now, based on unprecedented
access to the people who have created and grown the great private
companies of China-the "General Electrics and Sonys" of that
country, Michael Useem, Harbir Singh, Peter Cappelli and Neng Liang
bring to life the distinctive practices of Chinese business leaders
as they invent their own way forward to create world-class
companies, and provide a comprehensive look at the leaders and
businesses that are the future of the Chinese economy-and major
competition to Western companies. Chinese companies are emerging on
the global stage as never before, and their leadership lessons are
invaluable in understanding and coping with their growing
commercial presence worldwide. Company managers everywhere will
want to understand China's distinct way of doing business if they
are to compete against the companies that already dominate the
domestic Chinese market and are coming to the fore in foreign
markets, including the U.S.
A profound and insightful look at how company leaders prepare for
and respond to shocks and crises that threaten their business.
Successful firms strategically manage and are more accurate in
their assessment of large-scale risks. Doing so is increasingly
challenging given the pace of change, whether financial,
technological, regulatory, or environmental. Mastering Catastrophic
Risk provides real-world practical insights into how large
companies are responding to this new reality and develops a
framework for smarter thinking about events that can damage a
business. As leading authorities on risk management, strategy, and
company leadership, Howard Kunreuther and Michael Useem take us on
a groundbreaking tour of firms' decision making process. They
demonstrate how improving readiness for and resilience against
future shocks is now an integral part of company strategy. Using
the "DISRUPT" model they have developed, they highlight the seven
primary Drivers of disruption: Interdependencies increase exposure;
Short-term focus results in limited vision; Regulations require
change and constrain opportunities; Urbanization increases the
costs of disasters; Probabilities of disasters have increased; and
Transparency has enhanced public awareness of problems and impacts
on firms' reputations. This updated paperback edition includes a
new preface to address threats to business that have emerged or
intensified in the past two years including existential threats
like the coronavirus, self-inflicted calamities like the Wells
Fargo customer account scandal, and natural disasters like the West
Coast wildfires and hurricanes on the Atlantic. Some disruptions
can be anticipated, while others arrive without warning. Their
onset stresses decision makers, impairs company operations, and may
even put the enterprise at risk. The bottom-line: business leaders
and their governing boards face ever more challenging disruptions
and must be ever more on guard. If your company is hit tomorrow,
will it bounce back, or drown?
What do you do when it's time to get off the fence?
One of the world's most noted leadership experts, Michael Useem
uses dramatic story-telling to show how to master the art and
science of being decisive. He places you smack in the middle of
people who faced their go point, when actions-or lack of
them-determined the fates of individuals, companies, and countries.
- Why on earth did Robert E. Lee send General George Pickett on an
almost suicidal charge against the Union lines at Gettysburg?
- How does the leader of a firefighting crew make life-or-death
decisions when one direction means safety, the other danger?
- You've just assumed responsibility for a scandal-wracked
corporation, a company teetering on the brink of disaster. What you
decide over the course of the next several days will have
consequences for thousands of employees and investors. How do you
fulfill your responsibilities?
You'll discover why some decisions were flawless, perfectly on
target, and others utterly disastrous. Most of all, you'll learn
how to make the right calls yourself, whether you're changing your
career, launching a product, or deciding on a potential acquisition
or merger.
A quiet revolution came to corporate America during the late 1980s
and early 1990s. Large shareholders - pension funds, insurance
companies, money managers, and commercial banks - exercised
new-found muscle, pressuring senior managers to improve
disappointing financial results by reshaping their organizations.
Michael Useem reveals how those investor pressures have transformed
the inside structures of many corporations, better aligning them
with shareholder interests. Useem draws on numerous sources,
including interviews with senior managers and intensive studies of
seven large corporations representing a range of restructuring
experiences and industries - including pharmaceuticals,
transportation, chemicals, retailing, and financial services. He
shows that organizational changes have affected many areas of
corporate life: headquarters staffs have been reduced, authority
has filtered down to operating units, and compensation has become
more closely tied to performance. Change also extends to corporate
governance, where managers have fought back by seeking legal
safeguards against takeovers and by staggering board terms. They've
also put significant resources into building more effective
relations with shareholders. As Useem demonstrates, this revolution
has reached beyond the corporation, influencing American politics
and law. As increasing ownership concentration has caused companies
to focus more attention on shareholders, corporate political
agendas have shifted from fighting government regulation to
resisting shareholder intrusion. This book will be important
reading for managers, economists, lawyers, financial analysts, and
all observers of American business.
A behind-the-scenes look at today's kingmakers: institutional
investors. Out of the public eye, a small group of
professionals--investment experts who handle other people's
monies--are exerting ever-greater control over corporate managers,
firing CEOs and pushing through 'restructurings' that cost
thousands of jobs. Michael Useem's "Investor Capitalism" portrays
the quiet, veiled nature of this dance of elephants, and portrays
the enormous implications of its results. --John Rekenthaler,
Publisher, Morningstar, Inc.
Driven by declining profits and government regulation, a new form
of class-wide business leadership has emerged: a transcorporate
network that is giving a new coherence and power to business in
both America and Britain. This book delineates the "inner circle"
of top executives who play a leading role in this network, advising
the highest levels of government and working to promote a political
environment favorable to all business.
A profound and insightful look at how company leaders prepare for
and respond to shocks and crises that threaten their business.
Successful firms strategically manage and are more accurate in
their assessment of large-scale risks. Doing so is increasingly
challenging given the pace of change, whether financial,
technological, regulatory, or environmental. Mastering Catastrophic
Risk provides real-world practical insights into how large
companies are responding to this new reality and develops a
framework for smarter thinking about events that can damage a
business. As leading authorities on risk management, strategy, and
company leadership, Howard Kunreuther and Michael Useem take us on
a groundbreaking tour of firms' decision making process. They
demonstrate how improving readiness for and resilience against
future shocks is now an integral part of company strategy. Using
the "DISRUPT" model they have developed, they highlight the seven
primary Drivers of disruption: Interdependencies increase exposure;
Short-term focus results in limited vision; Regulations require
change and constrain opportunities; Urbanization increases the
costs of disasters; Probabilities of disasters have increased; and
Transparency has enhanced public awareness of problems and impacts
on firms' reputations. Some disruptions can be anticipated, while
others arrive without warning. Their onset stresses decision
makers, impairs company operations, and may even put the enterprise
at risk. The bottom-line: business leaders and their governing
boards face ever more challenging disruptions and must be ever more
on guard. If your company is hit tomorrow, will it bounce back, or
drown?
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Change at Work (Hardcover, New)
Peter Cappelli, Laurie Bassi, Harry Katz, David Knoke, Paul Osterman, …
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R3,441
Discovery Miles 34 410
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Ships in 10 - 15 working days
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Demonstrates how workers have paid the price for the widespread restructuring of American firms.
Some organizations are slow to change, and limited in scope when
change does occur. Yet, without continuous and systematic
organizational change, the competitiveness--even survival--of many
organizations may be at risk. This book examines how organizations
can, and should, transform their structures and practices to
compete in a world economy. Research results from a
multi-disciplinary team of researchers at Massachusetts Institute
of Technology, along with the experiences and insights of a select
group of industry practitioners, are integrated into a model that
stresses the need for systematic and transformative rather than
piecemeal or incremental changes in organization practices and
policy. A team of scholars with expertise in the areas of corporate
strategy, organizational behavior, human resource management, and
the management of technology draw on research data collected from
companies in the United States, Asia, and Europe to analyze current
practices as well as to propose alternatives. This integration of
research and experience results in an argument for a new
organizational learning model--one capable of gaining advantage
from employee diversity, cooperation across organizational
boundaries, strategic restructuring, and advanced technology. The
book begins with a foreword by Lester C. Thurow.
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