Fred Lachotzki's Beyond Control: Managing Strategic Alignment through PDF

By Fred Lachotzki

ISBN-10: 0470011521

ISBN-13: 9780470011522

ISBN-10: 0470012625

ISBN-13: 9780470012628

Know-how has made it attainable to use a brand new administration philosophy. Leaders can allow move and nonetheless be up to the mark. they could contain key humans with no wasting momentum. businesses can regularly degree organizational strength over the years, and thoroughly benchmark 'soft' administration components, and a digital CEO workplace relatively does paintings. based on 3 key insights (the working area; handling by means of pull and push; and the web-based discussion centre), past keep watch over bargains a innovative version for transferring the administration concentration from dependent keep an eye on to guided interplay. utilizing this process businesses can construct a participative working procedure that creates area for managers to excel, and avoids the disagreeable surprises which can result in company scandals.

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Dell leads the industry and has steadily gained market share while maintaining strong margins; Compaq lost its independence. THE CORPORATE BLACK BOX 27 If we look at companies like Southwest Airlines and Dell, there is an interesting similarity. These companies have a business model that fully integrates their different activities based on a clear strategic positioning, while using their resources so efficiently that they are beating ‘traditional’ companies operating in their industry. It seems that their executional capability fits their strategic positioning.

This is the space where the action takes place and where they can now digitally walk around, convening and communicating with their most talented executives on a regular basis. Actively managing the operating arena requires a different management approach. 1 The operating arena The principles of this approach – managing by strategic pull and operational push – are built on four fundamentals (see Chapter 7). Embracing these fundamentals provides a degree of comfort that even a large corporation can be governed, guided and controlled.

The objectives were clear (mainly financial), board meetings were about financial budgets and held a maximum of four times a year (often less), and local management staged store visits. It turned out that executives were not sensitive enough to the culture, and that there were issues of integrity in both financial and purchasing decisions: for instance, real-estate profits were mixed with operational results. There was an evident problem of marketing competence (the wrong size and wrong type of store), and all this was concealed from the German headquarters.

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Beyond Control: Managing Strategic Alignment through Corporate Dialogue by Fred Lachotzki


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