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| business units are accountable for driving: Ruthless Execution Amir Hartman, 2003-07-09 Today's business leaders need a radically different skill from their recent predecessors: they must know how to know how to manage through adversity while preparing their companies for a new rebirth of success. In Ruthless Execution, Amir Hartman, author of the bestselling NETREADY, identifies the central ingredients that help certain companies to get beyond the wall and thrive--and show how to instill these ingredients in your organization. You will learn when and how to recalibrate the balance between performance and growth; how to define a coherent, tightly-drawn business philosophy that maps to specific actions; new ways to promote accountability and business alignment; and how to use performance metrics without burying people in meaningless trivia. Also discover how to promote real discipline: the ability to get the job done quickly, efficiently, and effortlessly--without bureaucracy. Next, you learn how to develop stronger critical capabilities for understanding and managing complexity. Along the way, the authors present case studies of world-class enterprises that have used these strategies to achieve breakthrough success. Watch John Chambers maneuver Cisco through the telecom collapse; Lou Gerstner impose powerful new discipline at IBM; Harry Kraemer realign Baxter with transformed markets; Dan Vasella transform Novartis through mergers; and many more...all unified by one central factor: ruthless execution. |
| business units are accountable for driving: Management Productivity Multipliers Gerald Kraines, 2021 This book provides a road map for establishing a high-performance culture and developing a pipeline of talent. This should be basic reading for all new managers. --Charles G. Tharp, executive vice president, HR Policy Association Gerry Kraines is truly a global thought leader in the space of change management and aligning strategy. --Denis Turcotte, managing partner and COO, Private Equity Group, Brookfield Asset Management, Inc. Management Productivity Multipliers is your guide to being a better leader and to forging a stronger future in business. In his work consulting to major corporations for more than thirty years, Gerald Kraines consistently hears that 60-70 percent of business organizations' potential effectiveness goes unrealized. He shares how to engage, align, and develop employees in order to leverage and encourage optimal performance and long-lasting results. Filled with useful anecdotes and lively case studies, this book will help you increase your wisdom about colleagues, direct reports, and others, as well as yourself: Develop powerful, yet straightforward strategies for leading people more effectively Establish accountability leadership at every level of the organization that adds value Define and implement managerial practices that will fully use people's potential Drive organizational change and create a culture of adaptive readiness Eliminate managerial abdication, bad hierarchy, and accountability gone awry in any organization. Business leaders who follow the principles in this book can multiply their chance of success and win back unrealized potential. Accountability, leadership, organizational alignment, and human resource systems are the building blocks for creating productive organizations. Kraines shares clear examples on how to get each of them right and properly integrated into a cohesive whole. |
| business units are accountable for driving: The Governance of Regulators Driving Performance at Brazil’s National Agency for Water and Basic Sanitation OECD, 2024-06-05 As “market referees”, regulators contribute to the delivery of essential public utilities. Their organisational culture, behaviour, actions and governance are important factors in how they, and the sectors they oversee, perform. The OECD Performance Assessment Framework for Economic Regulators (PAFER) looks at the institutions, processes and practices that can create an organisational culture of performance and results. This report uses PAFER to assess both the internal and external governance of Brazil’s National Agency for Water and Basic Sanitation (ANA). The review offers recommendations for the regulator to build upon its strong technical reputation and good practices. It proposes an integrated set of recommendations to help ANA best fulfil its roles relating to water resource management and water-use regulation, dam safety, and water supply and sanitation. |
| business units are accountable for driving: Accountability: The Key to Driving a High-Performance Culture Greg Bustin, 2014-02-07 Best practices for using accountability, trust, and purpose to turn your long-term vision into reality Accountability explains why the “carrot-and-stick” approach doesn’t work—and describes how to build and sustain a culture based on shared beliefs, positive action, and internal leadership development. The author’s conclusions are based on data resulting from his work with more than 3,000 executives worldwide, plus exclusive interviews with Fortune's Most Admired Companies and Best Places to Work. Greg Bustin has written a monthly bulletin about leadership and accountability that goes to more than 4,000 managers/executives. He speaks about 50 times per year in the U.S., Canada, and the UK and is one of the top-rated Vistage speakers. He also gives workshops and webinars on planning, execution, and accountability to business owners and leaders in the U.S. and Canada. |
| business units are accountable for driving: Partnering with Microsoft Ted Dinsmore, 2005-10-06 Advance Praise for Partnering with Microsoft: 'Partnering with Microsoft is the first great book about the breathtaking culture, opportunity and roadmap for joining Microsoft's 850,000 partners cutting an impressive B swath in the marketpl |
| business units are accountable for driving: Identifying the Forces Driving Frequent Change in PMOs Monique Aubry, Brian Hobbs, Ralf Müller, Tomas Blomquist, 2011-08-01 Project Management Offices (PMOs) are not etched in stone. They are complex entities which go through frequent transformations during their average two-year life span. So, what does that mean to project professionals? Identifying the Forces Driving Frequent Change in PMOs answers this question for both researchers and practitioners based on a three-year research effort focused on the organizational change process surrounding the transformation of a PMO. Seventeen case studies and 184 responses to a questionnaire provide the foundation. Results show the temporary nature of PMOs and reveal that significant changes in PMOs can be associated with an organization's internal and external environment. |
| business units are accountable for driving: Partnership and the High Performance Workplace Andy Danford, Mike Richardson, Paul Stewart, Stephanie Tailby, Martin Upchurch, 2005-08-02 The promotion of workplace partnership in the high performance workplace has become central to policy debates on the 'modernization' of employment relations in British industry. This book provides critical insights into the dynamics of partnership by way of in-depth case studies of employee experience in an under-researched industry noted for its high concentrations of skilled workers and graduates. Drawing on rich interview and questionnaire data, the authors highlight considerable conflicts of interest in the development of partnership that derive from the competitive capitalist environment in which management strategies operate. |
| business units are accountable for driving: Handbook of Research on Driving Competitive Advantage through Sustainable, Lean, and Disruptive Innovation Al-Hakim, Latif, 2016-04-22 The global market is constantly evolving and it has become essential for organizations to employ new methods of appealing to customers in order to stay abreast on current trends within the world economy. The Handbook of Research on Driving Competitive Advantage through Sustainable, Lean, and Disruptive Innovation features theoretical development and empirical research in social media platforms, internet usage, big data analytics, and smart computing, as well as other areas of organizational innovation. Highlighting implementation challenges facing innovative processes, this publication is a critical reference source for researchers, students, professionals, managers, and decision makers interested in novel strategies being employed by organizations in an effort to improve their standings on the global market. |
| business units are accountable for driving: The AI Organization David Carmona, 2019-11-12 Much in the same way that software transformed business in the past two decades, AI is set to redefine organizations and entire industries. Just as every company is a software company today, every company will soon be an AI company. This practical guide explains how business and technical leaders can embrace this new breed of organization. Based on real customer experience, Microsoft’s David Carmona covers the journey necessary to become an AI Organization—from applying AI in your business today to the deep transformation that can empower your organization to redefine the industry. You'll learn the core concepts of AI as they are applied to real business, explore and prioritize the most appropriate use cases for AI in your company, and drive the organizational and cultural change needed to transform your business with AI. |
| business units are accountable for driving: The AI Revolution: Driving Business Innovation and Research Bahaa Awwad, |
| business units are accountable for driving: The Accountable Leader Brian Dive, 2008-07-03 The Accountable Leader is centred around three themes - leadership, accountability and organizational structure, and explores what it means for managers to be held to account at all levels in an organization. It will show that most leadership related problems arise from the ineffectiveness of organisational structures that lack accountable jobs. Complete with case study material and international examples, The Accountable Leader brings home the importance of accountability as the necessary and robust platform for the assessment of potential leaders and leadership development - and demonstrates how clear accountability enables managers to achieve much more within their roles. The Accountable Leader was prestigiously voted one of 'The Thirty Best Business Books of 2008' by Soundview Executive Book Summaries, USA. |
| business units are accountable for driving: Lead Successful Projects Antonio Nieto-Rodriguez, 2019-09-26 Are you struggling to juggle multiple projects? Do you often lose control of your budget? Does communicating your progress to the rest of your team cause you undue stress? Project management is an essential skill for anyone who needs to get things done in any organisation, and is absolutely critical for anyone leading strategic change. In Lead Successful Projects, the Penguin Business Expert guide, Antonio Nieto-Rodriguez introduces a simplified but strategic approach to project management developed over the last 20 years coaching executives, managers and MBAs. Learn how to break down your project into manageable elements, define smart goals and meet them in this concise and practical guide to project success. |
| business units are accountable for driving: The Culture Revolution: Transform Organizational Values and Drive Results Theresa Cochran, 2024-08-01 In the tapestry of organizational life, culture is the invisible force that shapes attitudes, behaviours, and, ultimately, outcomes. In The Culture Revolution: Transform Organizational Values and Drive Results, I invite you to embark on a transformative journey where accountability reigns supreme, leadership is a beacon of guidance and empowerment, and success is not just a goal but a way of life. With a rich background spanning over two decades in municipal leadership, human resource management, and organizational development, I bring a wealth of practical knowledge to the table. 'The Culture Revolution' is not just a book-it's a roadmap crafted from real-world experiences, designed to help you unlock your organization's full potential. At the heart of 'The Culture Revolution' is the Cultural Transformation Framework—a practical guide to fostering a workplace where everyone is fully engaged, accountable, and inspired to reach new heights. This framework is not just a theory-it's a set of actionable tactics and clear objectives that can be implemented to reshape your organization from rules-based to results-driven, propelling it toward unparalleled success. But the benefits extend beyond mere productivity. By embracing cultural transformation, you create an environment where employees thrive, retention rates soar, and talent acquisition becomes effortless. Your people aren't just employees—they're your organizational superpower, driving your business toward enduring success. So, join me on this exhilarating journey. Let's unlock the potential within your organization and chart a course toward a future where success isn't just a goal; it's a way of life. Whether you're a seasoned leader seeking to redefine your organization's culture or a budding entrepreneur eager to chart a new path, The Culture Revolution offers the guidance and inspiration you need to transform your organization and achieve lasting results. |
| business units are accountable for driving: Implementing Enterprise Risk Management James Lam, 2017-03-09 A practical, real-world guide for implementing enterprise risk management (ERM) programs into your organization Enterprise risk management (ERM) is a complex yet critical issue that all companies must deal with in the twenty-first century. Failure to properly manage risk continues to plague corporations around the world. ERM empowers risk professionals to balance risks with rewards and balance people with processes. But to master the numerous aspects of enterprise risk management, you must integrate it into the culture and operations of the business. No one knows this better than risk management expert James Lam, and now, with Implementing Enterprise Risk Management: From Methods to Applications, he distills more than thirty years' worth of experience in the field to give risk professionals a clear understanding of how to implement an enterprise risk management program for every business. Offers valuable insights on solving real-world business problems using ERM Effectively addresses how to develop specific ERM tools Contains a significant number of case studies to help with practical implementation of an ERM program While Enterprise Risk Management: From Incentives to Controls, Second Edition focuses on the what of ERM, Implementing Enterprise Risk Management: From Methods to Applications will help you focus on the how. Together, these two resources can help you meet the enterprise-wide risk management challenge head on—and succeed. |
| business units are accountable for driving: Political Parties, Business Groups, and Corruption in Developing Countries Vineeta Yadav, 2011-04-13 Political corruption is one of the globe's most pressing yet seemingly permanent problems. It is a root cause of low growth and inequality, and plagues numerous nations throughout the world in varying degrees. In Political Parties, Business Groups, and Corruption in Developing Countries, Vineeta Yadav tackles the puzzle of corruption by analyzing the role that business lobbying plays in it. She shows that the structure of a developing nation's legislative institutions frequently determines whether such institutions promote or restrain corruption. Combining focused studies of legislative institutions and business groups in India and Brazil with a broader survey of corruption in sixty four developing democracies, Yadav shows how systems with powerful parties rather than ones with powerful individual legislators encourage the most corruption. A rigorous comparative examination of the connections between political institutions, lobbying, and corruption, this work will reshape our understanding of how developing country democracies can both discourage and encourage bribery, vote buying, and influence peddling. |
| business units are accountable for driving: The Leadership Contract Vince Molinaro, 2015-11-24 A comprehensive blueprint for the enlightened leader The Leadership Contract is the modern leader's handbook for organizational renewal. Leaders are no longer rulers, nor are they accidental—in today's business climate, leadership is both a trait and a specific set of skills. It's about trust, commitment, communication, and drive. This book shows you how to become the leader your organization needs. You'll go beyond adopting the habits and practices of an effective leader and actually put it in writing to establish a leadership contract that ensures the success of your company. This revised and updated edition includes new coverage of accountability, personal and organizational levels of the leadership contract, new Gut Check summary questions after each chapter, and additional opening and closing remarks to provide key insight into what the leadership role entails. Recent studies show that only 7 percent of employees have trust and confidence in their senior leaders. How can organizations succeed without the support of their employees? This book aims to build better leaders and establish a true leadership culture that inspires the entire organization. Learn why a leadership contract is needed and what it entails Discover the real impact of your decisions and work ethic Motivate and inspire by making the right connections Facilitate a vibrant, positive culture that innovates and thrives Exceptional leadership is the heart of a successful organization. Employees need to be able to trust in the skills, strategy, judgment, and motivation of those steering the ship. The Leadership Contract provides a blueprint for today's leaders, and guides you toward becoming the leader your employees deserve. |
| business units are accountable for driving: Reinventing the CFO Jeremy Hope, 2006 On the heels of a decade of scandals and the new pressures brought on by the Sarbanes-Oxley Act, corporations expect far more from their CFOs than simply managing the numbers. They expect decision-making support and performance insights that can improve bottom-line results. Unfortunately, the complexity and detail inherent in CFOs’ jobs keep them shackled to budgeting and transaction-processing systems that leave little time for value-adding activities. Grounded in extensive research, Reinventing the CFO outlines seven critical roles—from streamlining redundant processes to regulating risk to identifying a few key measures—that CFOs must take on in order to successfully transform the finance operation. |
| business units are accountable for driving: Rethinking Performance Measurement Marshall W. Meyer, 2003-01-09 Performance measurement remains a vexing problem for business firms and other kinds of organisations. This book explains why: the performance we want to measure (long-term cash flows, long-term viability) and the performance we can measure (current cash flows, customer satisfaction, etc.) are not the same. The 'balanced scorecard', which has been widely adopted by US firms, does not solve these underlying problems of performance measurement and may exacerbate them because it provides no guidance on how to combine dissimilar measures into an overall appraisal of performance. A measurement technique called activity-based profitability analysis (ABPA) is suggested as a partial solution, especially to the problem of combining dissimilar measures. ABPA estimates the revenue consequences of each activity performed for the customer, allowing firms to compare revenues with costs for these activities and hence to discriminate between activities that are ultimately profitable and those that are not. |
| business units are accountable for driving: New Metrics for Value-Based Management Annette Holler, 2009-11-07 Annette Holler introduces two new depreciation-adjusted value metrics. Furthermore, a case study illustrates the depreciation-related bias. A regression analysis adds to previous evidence on associations of value creation with stock returns and firm values. |
| business units are accountable for driving: Financial Management Jack Alexander, 2024-01-23 A comprehensive and insightful approach enabling finance mangers to contribute to business performance and valuation In Financial Management: Partner in Driving Performance and Value, experienced financial executive and consultant Jack Alexander delivers a fresh, new take on improving performance and creating shareholder value for CFOs, controllers, C-suite executives, and FP&A professionals. In the book, you’ll learn about best practices in operational and strategic planning, forecasting, enterprise performance management, business valuation, capital investment, mergers and acquisitions, developing finance talent, supporting growth, and more. Frameworks for dealing with the pace of change and level of uncertainty in today’s environment are also provided, including scenario planning, business agility and monitoring external forces. The book provides actionable insights and practical tools for finance professionals to contribute as trusted advisors and business partners. The author offers free access to financial models in Microsoft Excel and PowerPoint templates on the accompanying website, as well as: Expanded and enhanced content from the author’s widely read previous works Models, illustrations, examples, and dashboards Anecdotes and stories drawn from the author’s 45-year-long career in financial leadership Perfect for CFOs, controllers, financial executives, financial planning and analysis professionals, and accounting managers, Financial Management is also the ideal desk reference for treasurers, strategic planners, Certified Public Accountants, and equity research analysts. It’s an essential and timely resource for financial leaders everywhere. |
| business units are accountable for driving: Mastering the Rockefeller Habits Verne Harnish, 2023-09-20 A Detailed Roadmap for Companies at Various Stages of Development on How to Get to the Next Level. Leaders and employees of growing firms want ideas and tools they can implement immediately to improve some aspect of their business. Verne Harnish, serial entrepreneur, advisor, and venture investor, brings to business leaders the fundamentals that produce real wealth—the same habits that typified American business magnate John D. Rockefeller’s disciplined approach to business. Harnish masterfully intertwines the legendary business philosophy of Rockefeller with lessons to be learned from ten extraordinary organizations. Aiming to empower present-day business leaders, this remarkably successful book includes invaluable lessons from real-world case studies. A treasure trove of practical situations teeming with insights and actionable recommendations, Mastering the Rockefeller Habits will help you unlock the secrets to scaling up your enterprise while simultaneously sidestepping the pitfalls that plague new ventures. From seasoned industry titans to ambitious start-up founders, anyone can swiftly implement these teachings for immediate impact. |
| business units are accountable for driving: Fit to Compete Michael Beer, 2020-01-14 Is Silence Killing Your Strategy? In his thirty years of working in corporations, Harvard Business School professor Michael Beer has witnessed firsthand how organizational silence derails strategic objectives. When employees can't speak truth to power, senior leaders don't hear what they need to hear about their company's fitness to compete, and employees lose trust in those leaders and become less committed to change. In Fit to Compete, Beer presents an antidote to silence--principles and a time-tested innovative process for holding honest conversations with everyone in your organization. Used by over eight hundred organizations across the globe, the strategic fitness process has helped leaders in a diverse range of industries--including medical technology, information technology, banking, restaurant chains, and pharmaceuticals--hear the raw but necessary truth about the sources of misalignment between their strategies and their organizations. In addition to step-by-step instructions, Beer offers detailed and illustrative case studies of companies that have conducted honest conversations to great effect. He also shows how to apply the process more broadly to a variety of strategic challenges and at multiple levels throughout the organization. Practical, enlightening, and comprehensive, Fit to Compete is the book you should turn to if you to want create winning strategies that your entire company will rally behind. |
| business units are accountable for driving: Global HR Peter Reilly, Tony Williams, 2016-04-22 The HR function is having to adjust itself to the implications of the globalisation of business activity. This has meant adjusting its philosophy, policies and practices to fit new organisational imperatives, as well as creating its own refashioned service delivery model. Peter Reilly and Tony Williams's Global HR explores the key issues of building an international brand, culture and talent pool, whilst contributing to business and functional transformation, drawing on examples from multinationals in telecoms, fast-moving consumer goods, manufacturing, software, services and commodities. In doing so, they offer insights into managing people and businesses that no organization can ignore. |
| business units are accountable for driving: Lean System Management for Leaders Richard Mallory, 2018-03-29 Richard Mallory introduces a leadership framework for system management, including practical tools and guidance for its use. It enables an agile quality framework throughout an entire organization that will build the kind of learning organization championed by Peter M. Senge in his classic book, The Fifth Discipline. This innovative framework opens a broad new horizon for management science through the use of structured leadership systems as a new foundation for organizational structure. This book shows leaders how to achieve superior leadership results by applying a Lean DMAIC (Define, Measure, Analyze, Improve, and Control) structure to leadership systems and program office operations. It provides specific guidance on system improvement through development of best known practice, achievable best practice, and an operational plan to carry it out. Mallory shows leaders how to align and evaluate systems using a Lean approach, that will eliminate duplication and waste of executive and senior management time, and that will reduce the wait time and non-value add in dependent processes. The book shows how to set up an organization-wide scorecard to rank the maturity and capability of fact-based management in all systems, projects and processes throughout an organization, as a means of creating sustained and predictable delivery of excellent products and services. |
| business units are accountable for driving: Planning and Budgeting for the Agile Enterprise Richard Barrett, 2007-07-11 Planning and budgeting is one of the hottest topics in accounting; global spending on budgeting software is booming and is predicted to continue to grow throughout this decade. It's big business. This book focuses on 'Driver-Based' budgeting (ie using external and internal non-financial drivers to predict live item expenses). The book shows the benefits that Driver-Based Budgeting brings and as such is a 'tool kit for change'. Case studies and worked examples are used throughout to ensure understanding, as well as checklists on implementation issues.• Transform the process of implementing new budgeting software with Driver-Based Budgeting• Shows how organizations can slash the time and cost involved in preparing their annual budget• Accountants learn how to manage uncertainty and quickly assess the impact of both internal and external changes |
| business units are accountable for driving: IT Business Partnerships: A Field Guide Joseph Topinka, 2014 As a career CIO and founder of CIOMentor, Joseph Topinka draws on his own experiences implementing IT Business Partnership Programs to present an actionable, how-to field guide to true business technology convergence. IT Business Partners: A Field Guide will help you execute what many business leaders only buzz about. Within this guide you will learn the argument for business technology convergence via IT Business Partnerships, as well as the essential principles and strategies behind successful Partnership Programs. Insightful stories and real-life examples of what works and what doesn't are woven throughout, as are proven methods, tools, and templates to help you through the entire process. IT Business Partners: A Field Guide provides an actionable plan for you to implement an IT Business Partnership Program in your organization so that you, too, can achieve business technology convergence. |
| business units are accountable for driving: Customer Magic – The Macquarie Way Joseph A. Michelli, 2024-01-23 It takes a special kind of magic for a challenger brand to achieve seemingly impossible customer-centric results. It’s that magic that makes Australian telecommunications company Macquarie Technology world leaders in award-winning customer experience. Joseph A. Michelli—the bestselling author of books about brands renowned for their stellar service and outstanding growth, such as The Ritz-Carlton, Mercedes-Benz, and Starbucks—was so impressed by Macquarie’s ability to deliver transformative customer experiences that he felt compelled to write this book. Customer Magic is a practical, easy-to-read guide that, consistent with Macquarie’s commitment to delivering customer value, shares transferrable knowledge on how to identify and solve customer pain points; craft a compelling unique value proposition; attract, select, grow, and retain customer service talent and subject matter expertise; set, measure, track, and incentivize mission-critical business goals and customer-driven growth; innovate solutions that meet your customers’ stated and unstated needs; and maintain a growth mindset and leave a legacy of success. |
| business units are accountable for driving: Computerworld , 2003-03-03 For more than 40 years, Computerworld has been the leading source of technology news and information for IT influencers worldwide. Computerworld's award-winning Web site (Computerworld.com), twice-monthly publication, focused conference series and custom research form the hub of the world's largest global IT media network. |
| business units are accountable for driving: The Leadership Book of Numbers, Volume 2 Theo Gilbert-Jamison, 2012-07-11 This book is great required reading for anyone who desires to learn how to be a more effective leader. It is intended to inspire, provide vital how-tos, and to shape the mindset for building and retaining a highly effective team, committed and dedicated to achieving the key priorities of the organization. In a clever, practical style, The Leadership Book of Numbers (Volume 2) will help you resolve these dilemmas and many others: What is my role as a leader in creating and sustaining a culture of service excellence? What are the seven signs of a bad boss, and how do I overcome them? How do I hold my staff accountable for driving excellence? How can I drive excellence with I am working with a lean staff? How do I gain the support of my C-Level and earn their respect? How do I engage my staff to anticipate the unexpressed wishes and needs of the customer? How do I confront unacceptable behavior with confidence, professionalism, and finesse? How do I foster an environment where the focus on internal customer service is as intense as our emphasis on excellent external customer service? As a leader, what are some common things I should never assume or take for granted? How do I foster and environment where employees are empowered to resolve customer problems and exceed their expectations? What is the key to creating a memorable experience for every customer? Theo has spent a decade working with organizations to implement effective leadership practices that lead to employee self-accountability, self-motivation, and self-worth. For more information about Theo Gilbert-Jamison and her firm, Performance Solutions by Design, please visit our website www.psbydesign.com |
| business units are accountable for driving: Dynamics of Profit-focused Accounting C. Lynn Northrup, 2004-06-15 This easy to understand reference articulates the best attributes of Lean Manufacturing, Six Sigma, Theory of Constraints, Balanced Scorecard, Activity Based Management and other world class management philosophies in a single text. It provides simplified applications of Balanced Scorecards and Activity Based Management as tools and enablers for use with Throughput Accounting and illustrates a new business, accounting and reporting model utilizing the components of Throughput Accounting for application with Six Sigma and Lean Manufacturing programs. It includes the metrics, decision-making tools and tips for improving profitability and creating sustained value and much more. C. Lynn Northrup, has over 40 year of experience as a financial executive, CPA, and consultant. |
| business units are accountable for driving: Rethinking Strategic Management Thomas Wunder, 2019-09-06 This book offers innovative ideas and frameworks for sustainable strategizing to advance business by scaling-up its positive impact, which is so urgently needed at this time in the 21st century. It shows practitioners how to effectively deal with socio-ecological systems’ disruptions to their operating environments and play an active role in transforming markets toward a sustainable future. In short, the book demonstrates how to make business sense of sustainability, highlighting new approaches and examples that translate sustainability into strategy and action. The ultimate goal is to provide a path toward a thriving future for both business and society. This book was written for strategy practitioners and decision makers who want to understand why sustainable strategizing is important in today’s business world and are seeking actionable business knowledge they can apply in their companies. It was also written for students of management and can be used as a supplemental text to support traditional graduate and undergraduate management courses. |
| business units are accountable for driving: Conference Board Report , 1998 |
| business units are accountable for driving: The Global and the Local: An Environmental Ethics Casebook Dale Murray, 2017-03-06 In The Global and the Local: An Environmental Ethics Casebook, Dale Murray presents fifty-one actual, unique, and compelling case studies. The book covers a wide variety of environmental topics from those as global as overfishing, climate change, ocean acidification, and e-waste, to those topics as local as whether we should place salt on the driveway during winter, construct rain gardens, or believe we have a duty to hunt. The book also features an easy to read, yet rigorous introductory section exposing readers to ethical theories and approaches to environmental ethics. By interweaving these theoretical considerations into long and short case studies, Murray illuminates a comprehensive range of the most pressing environmental issues facing our biosphere both today and in the future. |
| business units are accountable for driving: The New Corporate Climate Leadership Edward Cameron, Emilie Prattico, 2021-12-05 This book provides a comprehensive treatment of the role of the private sector in accelerating the transition to a low-carbon, climate-resilient, and inclusive world. In the lead up to and since the historic Paris Agreement on climate change, more than 6,000 companies from 120 countries representing more than $36.5 trillion in revenue have made climate commitments. Examining this trend, The New Corporate Climate Leadership provides a clear synthesis of the relationship between the real economy and climate change and offers a state-of-the-art assessment of corporate initiatives that focus on greenhouse gas emissions reductions and the management of climate risk through enhanced resilience. It debates the relative merits of incremental and sequenced ambition versus radical systems change – including a critique of the prevailing capitalist approach to climate change – and provides an actionable guide to skills development for change-makers in the shift toward a low-carbon world. Drawing on perspectives from leading thinkers inside the private sector, across government, and within civil society to truly interrogate the scale, scope, and speed of progress, this book provides a clear vision for what the next generation of corporate climate leadership should look like. Optimistic in tone, this book will be of great interest to students, scholars, and practitioners of climate change and sustainable business. |
| business units are accountable for driving: Strategic Finance , 2010 |
| business units are accountable for driving: Information Security Gregory C. Wilshusen, 2010-02 Information security is a critical consideration for federal agencies, which depend on information systems to carry out their missions. Increases in reports of security incidents demonstrate the urgency of adequately protecting the federal government's data and information systems. This report: (1) describes key types and attributes of performance measures; (2) identifies practices of leading organizations for developing and using measures to guide and monitor information security activities; (3) identifies the measures used by federal agencies and how they are developed; and (4) assesses the federal government's practices for informing Congress on the effectiveness of information security programs. Includes recommend. Illus. |
| business units are accountable for driving: Seeing Digital David Moschella, 2018-04-18 Are we getting digital right? CXOs, Silicon Valley, IT professionals, individuals and governments are asking the same question. Technology is changing business and society in dramatic ways and with a speed that makes strategy challenging. Seeing Digital addresses issues such as the dual-disruption agenda with world class digital insights presented in a unique visual format. Its proven mix of topical breadth, powerful images, original insights, and actionable exercises is being used by many organizations and individuals around the world. The Leading Edge Forum works with more than 100 large organizations from all parts of the globe, engaging with CEOs, COOs and CIOs, digital marketing teams, product innovation groups, IT and human resource professionals, business strategists, technology suppliers, venture capitalists, government officials and digital enthusiasts. LEF's highly visual research approach quickly and powerfully conveys ideas, concepts and decision-making frameworks to help the modern organization succeed and ¿See Digital!¿ |
| business units are accountable for driving: Cost Reduction and Control Best Practices Institute of Management and Administration (IOMA), 2012-07-03 Cost Reduction and Control Best Practices provides financial manages with no-nonsense, balanced, and practical strategies that are being targeted and used nationwide for controlling costs by thousands of companies in areas such as human resources, compensation, benefits, purchasing, outsourcing, use of consultants, taxes, and exports. These best practices are based on the trenches experience, research, proprietary databases, and consultants from the Institute of Management and Administration (IOMA) and other leading experts in their fields. * Provides best practices and techniques for controlling costs within a company * New chapters focus on outsourcing costs, downsizing, consultants' costs, and business tax costs * Provides the latest strategies companies re using to control costs |
| business units are accountable for driving: International Encyclopedia of Hospitality Management Abraham Pizam, 2005-04-18 The International Encyclopedia of Hospitality Management covers all of the relevant issues in the field of hospitality management from both a sectoral level: * Lodging * Restaurants * Clubs * Time-share * Conventions As well as a functional one: * Accounting & finance * Marketing * Human resources * Information technology * Facilities management Its unique user-friendly structure enables readers to find exactly the information they require at a glance; whether they require broad detail which takes a more cross-sectional view across each subject field, or more focussed information which looks closely at specific topics and issues within the hospitality industry today. Section Editors: Peter Harris - ACCOUNTING & FINANCE Oxford Brookes University, UK Zheng Gu - ACCOUNTING & FINANCE University of Nevada, Las Vegas, USA Randall Upchurch - CLUB MANAGEMENT & TIMESHARE MANAGEMENT University of Central Florida, USA Patti Shock - EVENT MANAGEMENT University of Nevada, Las Vegas, USA Deborah Breiter - EVENT MANAGEMENT University of Central Florida, USA David Stipanuk - FACILITIES MANAGEMENT Cornell University, USA Darren Lee-Ross - HUMAN RESOURCES MANAGEMENT James Cook University, Australia Gill Maxwell - HUMAN RESOURCES MANAGEMENT Caledonian Glasgow University, UK Dimitrios Buhalis - INFORMATION TECHNOLOGY University of Surrey, UK Allan Stutts - LODGING MANAGEMENT American Intercontinental University, USA Stowe Shoemaker - MARKETING University of Houston, USA Linda Shea - MARKETING University of Massachusetts, USA Dennis Reynolds - RESTAURANTS & FOODSERVICE MANAGEMENT Washington State University, USA Arie Reichel - STRATEGIC MANAGEMENT Ben-Gurion University, Israel |
| business units are accountable for driving: The Leadership Book of Numbers, Volume 2 Theo Gilbert-Jamison, 2012-07 This book is great required reading for anyone who desires to learn how to be a more effective leader. It is intended to inspire, provide vital how-to's, and to shape the mindset for building and retaining a highly effective team, committed and dedicated to achieving the key priorities of the organization. In a clever, practical style, The Leadership Book of Numbers (Volume 2) will help you resolve these dilemmas and many others: • What is my role as a leader in creating and sustaining a culture of service excellence? • What are the seven signs of a bad boss, and how do I overcome them? • How do I hold my staff accountable for driving excellence? • How can I drive excellence with I am working with a lean staff? • How do I gain the support of my C-Level and earn their respect? • How do I engage my staff to anticipate the unexpressed wishes and needs of the customer? • How do I confront unacceptable behavior with confidence, professionalism, and finesse? • How do I foster an environment where the focus on internal customer service is as intense as our emphasis on excellent external customer service? • As a leader, what are some common things I should never assume or take for granted? • How do I foster and environment where employees are empowered to resolve customer problems and exceed their expectations? • What is the key to creating a memorable experience for every customer? Theo has spent a decade working with organizations to implement effective leadership practices that lead to employee self-accountability, self-motivation, and self-worth. For more information about Theo Gilbert-Jamison and her firm, Performance Solutions by Design, please visit our website www.psbydesign.com |
BUSINESS | English meaning - Cambridge Dictionary
BUSINESS definition: 1. the activity of buying and selling goods and services: 2. a particular company that buys and….
VENTURE | English meaning - Cambridge Dictionary
VENTURE definition: 1. a new activity, usually in business, that involves risk or uncertainty: 2. to risk going….
ENTERPRISE | English meaning - Cambridge Dictionary
ENTERPRISE definition: 1. an organization, especially a business, or a difficult and important plan, especially one that….
INCUMBENT | English meaning - Cambridge Dictionary
INCUMBENT definition: 1. officially having the named position: 2. to be necessary for someone: 3. the person who has or….
AD HOC | English meaning - Cambridge Dictionary
AD HOC definition: 1. made or happening only for a particular purpose or need, not planned before it happens: 2. made….
LEVERAGE | English meaning - Cambridge Dictionary
LEVERAGE definition: 1. the action or advantage of using a lever: 2. power to influence people and get the results you….
ENTREPRENEUR | English meaning - Cambridge Dictionary
ENTREPRENEUR definition: 1. someone who starts their own business, especially when this involves seeing a new opportunity….
CULTIVATE | English meaning - Cambridge Dictionary
CULTIVATE definition: 1. to prepare land and grow crops on it, or to grow a particular crop: 2. to try to develop and….
EQUITY | English meaning - Cambridge Dictionary
EQUITY definition: 1. the value of a company, divided into many equal parts owned by the shareholders, or one of the….
LIAISE | English meaning - Cambridge Dictionary
LIAISE definition: 1. to speak to people in other organizations, etc. in order to work with them or exchange….
BUSINESS | English meaning - Cambridge Dictionary
BUSINESS definition: 1. the activity of buying and selling goods and services: 2. a particular company that buys and….
VENTURE | English meaning - Cambridge Dictionary
VENTURE definition: 1. a new activity, usually in business, that involves risk or uncertainty: 2. to risk going….
ENTERPRISE | English meaning - Cambridge Dictionary
ENTERPRISE definition: 1. an organization, especially a business, or a difficult and important plan, especially one that….
INCUMBENT | English meaning - Cambridge Dictionary
INCUMBENT definition: 1. officially having the named position: 2. to be necessary for someone: 3. the person who has or….
AD HOC | English meaning - Cambridge Dictionary
AD HOC definition: 1. made or happening only for a particular purpose or need, not planned before it happens: 2. made….
LEVERAGE | English meaning - Cambridge Dictionary
LEVERAGE definition: 1. the action or advantage of using a lever: 2. power to influence people and get the results you….
ENTREPRENEUR | English meaning - Cambridge Dictionary
ENTREPRENEUR definition: 1. someone who starts their own business, especially when this involves seeing a new opportunity….
CULTIVATE | English meaning - Cambridge Dictionary
CULTIVATE definition: 1. to prepare land and grow crops on it, or to grow a particular crop: 2. to try to develop and….
EQUITY | English meaning - Cambridge Dictionary
EQUITY definition: 1. the value of a company, divided into many equal parts owned by the shareholders, or one of the….
LIAISE | English meaning - Cambridge Dictionary
LIAISE definition: 1. to speak to people in other organizations, etc. in order to work with them or exchange….
