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This book provides a set of integrated frameworks-capital, systems,
and objects-that transcend managerial or technology hype by
focusing on the long-term fundamentals that sustain organizational
success, and it contains cases from South East Asia to elaborate
this concept. Many organizations are currently addressing two
important transformational issues: ecological sustainability and
digitization. Sustainability is a goal, an end, and digitization is
a process, a means to achieve a goal. This book introduces a
flexible model that can be applied to current and future
organizational challenges, including sustainability and
digitization, because the fundamentals are constant. This book is
designed to serve two purposes for the readers: first, to present
three conceptual foundations for designing and operating
organizations (capital, systems, and objects (section 1)); and
second, to provide a reference source for implementing these ideas
in your organization (sections 2 and 3). The first section of the
book, chapters 1 through 7, sets forth the conceptual foundations.
The chapters mix concepts and practical examples to give a new way
of thinking about the setting in which one may work many days each
year. The second section provides details and associated examples
of every one of the thirty-six forms of capital conversion. It also
illustrates how the five foundational systems support capital
conversion in a variety of ways. Finally, the third section is
about measuring capital and systems. The book covers measurement of
all types of capital and systems performance and has been written
for current and future organizational leaders to change the game
and play it more effectively. The book will thus resonate with
students of organizational behaviour and leadership strategy,
organizational leaders, industry experts, and general readers.
This book provides a set of integrated frameworks-capital, systems,
and objects-that transcend managerial or technology hype by
focusing on the long-term fundamentals that sustain organizational
success, and it contains cases from South East Asia to elaborate
this concept. Many organizations are currently addressing two
important transformational issues: ecological sustainability and
digitization. Sustainability is a goal, an end, and digitization is
a process, a means to achieve a goal. This book introduces a
flexible model that can be applied to current and future
organizational challenges, including sustainability and
digitization, because the fundamentals are constant. This book is
designed to serve two purposes for the readers: first, to present
three conceptual foundations for designing and operating
organizations (capital, systems, and objects (section 1)); and
second, to provide a reference source for implementing these ideas
in your organization (sections 2 and 3). The first section of the
book, chapters 1 through 7, sets forth the conceptual foundations.
The chapters mix concepts and practical examples to give a new way
of thinking about the setting in which one may work many days each
year. The second section provides details and associated examples
of every one of the thirty-six forms of capital conversion. It also
illustrates how the five foundational systems support capital
conversion in a variety of ways. Finally, the third section is
about measuring capital and systems. The book covers measurement of
all types of capital and systems performance and has been written
for current and future organizational leaders to change the game
and play it more effectively. The book will thus resonate with
students of organizational behaviour and leadership strategy,
organizational leaders, industry experts, and general readers.
This book provides a set of integrated frameworks-capital, systems,
and objects-that transcend managerial or technology hype by
focusing on the long-term fundamentals that sustain organizational
success. Many organizations are currently addressing two important
transformational issues: ecological sustainability and
digitization. Sustainability is a goal, an end, and digitization is
a process, a means to achieve a goal. This book introduces a
flexible model that can be applied to current and future
organizational challenges, including sustainability and
digitization, because the fundamentals are constant. This book is
designed to serve two purposes for the readers: first, to present
three conceptual foundations for designing and operating
organizations (capital, systems, and objects in Part I); and
second, to provide a reference source for implementing these ideas
in an organization (Parts II and III). The Part I of the book,
chapters 1 through 7, sets forth the conceptual foundations. The
chapters mix concepts and practical examples to give a new way of
thinking about the setting in which one may work many days each
year. The Part II provides details and associated examples of every
one of the thirty-six forms of capital conversion. It also
illustrates how the five foundational systems support capital
conversion in a variety of ways. Finally, the Part III is about
measuring capital and systems. The book will resonate with
practitioners and students of strategy, leadership, and
organizational design. It is critical reading for leaders, industry
experts, and general readers who want to understand how over
thousands of years the capital creation system has developed
today's world and will fashion its future.
This book provides a set of integrated frameworks-capital, systems,
and objects-that transcend managerial or technology hype by
focusing on the long-term fundamentals that sustain organizational
success. Many organizations are currently addressing two important
transformational issues: ecological sustainability and
digitization. Sustainability is a goal, an end, and digitization is
a process, a means to achieve a goal. This book introduces a
flexible model that can be applied to current and future
organizational challenges, including sustainability and
digitization, because the fundamentals are constant. This book is
designed to serve two purposes for the readers: first, to present
three conceptual foundations for designing and operating
organizations (capital, systems, and objects in Part I); and
second, to provide a reference source for implementing these ideas
in an organization (Parts II and III). The Part I of the book,
chapters 1 through 7, sets forth the conceptual foundations. The
chapters mix concepts and practical examples to give a new way of
thinking about the setting in which one may work many days each
year. The Part II provides details and associated examples of every
one of the thirty-six forms of capital conversion. It also
illustrates how the five foundational systems support capital
conversion in a variety of ways. Finally, the Part III is about
measuring capital and systems. The book will resonate with
practitioners and students of strategy, leadership, and
organizational design. It is critical reading for leaders, industry
experts, and general readers who want to understand how over
thousands of years the capital creation system has developed
today's world and will fashion its future.
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