What Matters Now - PCC - ebook
Opis

This is not a book about one thing. It's not a 250-pagedissertation on leadership, teams or motivation. Instead, it's anagenda for building organizations that can flourish in a world ofdiminished hopes, relentless change and ferocious competition. This is not a book about doing better. It's not a manual forpeople who want to tinker at the margins. Instead, it's animpassioned plea to reinvent management as we know it—torethink the fundamental assumptions we have about capitalism,organizational life, and the meaning of work. Leaders today confront a world where the unprecedented is thenorm. Wherever one looks, one sees the exceptional and theextraordinary: Business newspapers decrying the state of capitalism. Once-innovative companies struggling to save offsenescence. Next gen employees shunning blue chips for socialstart-ups. Corporate miscreants getting pilloried in the blogosphere. Entry barriers tumbling in what were once oligopolisticstrongholds. Hundred year-old business models being rendered irrelevantovernight. Newbie organizations crowdsourcing their most creativework. National governments lurching towards bankruptcy. Investors angrily confronting greedy CEOs and complacentboards. Newly omnipotent customers eagerly wielding their power. Social media dramatically transforming the way human beingsconnect, learn and collaborate. Obviously, there are lots of things that matter now. But in aworld of fractured certainties and battered trust, some thingsmatter more than others. While the challenges facing organizationsare limitless; leadership bandwidth isn't. That's why you have tobe clear about what really matters now. What are the fundamental,make-or-break issues that will determine whether your organizationthrives or dives in the years ahead? Hamel identifies five issuesare that are paramount: values, innovation, adaptability, passionand ideology. In doing so he presents an essential agenda forleaders everywhere who are eager to... move from defense to offense reverse the tide of commoditization defeat bureaucracy astonish their customers foster extraordinary contribution capture the moral high ground outrun change build a company that's truly fit for the future Concise and to the point, the book will inspire you to rethinkyour business, your company and how you lead.

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Liczba stron: 33


MAIN IDEA

Challenges of the Future

It's time to reinvent management as we know it and to create organizations which are ft for the future. The five fundamental, make-or-break management challenges which will determine whether your organization thrives or dives in the years ahead are:

Key Thoughts

"Obviously, there are lots of things that matter now, including social media, “big data,”emerging markets, virtual collaboration, risk management, open innovation, and sustainability. But in a world of fractured certainties and battered trust, some things matter more than others. While the challenges facing organizations are limitless, leadership bandwidth isn't. That's why you have to be clear about what really matters now. These are big, thorny issues. To tackle them, we have to venture beyond the familiar precincts of“management-as-usual." — Gary Hamel

Challenge 1

Values

Bankers and unprincipled CEOs have set new records for egocentric madness in recent years. They've given capitalism a bad name. It's time for an injection of morality into business. Today, values matter more than ever before and it's time we displayed some great values. Business needs a moral renaissance and a return to good values.

Values 1  Put first things first

Leaders need to start acting like stewards of their organizations rather than mercenaries. When you get right down to brass tacks, stewardship means five things:

1. You view the assets of your organization as a trust you must protect rather than as a means for you to make personal gain.

2. You need to be willing to put the well being of your organization ahead of your own interests.

3. You need to act prudently so you build a foundation for success both now and in the future rather than thinking short-term.

4. You must be prepared to be accountable for the consequences of your actions as a leader.

5. You need to have the mindset the rewards which are available will be distributed in ways which correspond to the contributions various people have made.

Business as a whole needs to undergo a values resurgence. The era of the robber baron is past. What's needed to move forward into the future with confidence are business executives and managers who will act ethically and constructively. If you find yourself in a position of trust, a good way to think is:

■Always act as if your mother has invested every penny she owns into buying stock in your company and you don't want to let her down.

■Treat your boss with respect but don't hesitate to offer frank advice when warranted-like how you would treat an older sibling.

■Treat your employees like they are childhood chums-give them the benefit of the doubt and do all you can to smooth their path.

■Treat your customers the way you like to treat your own children-spoil them and do good things unexpectedly.

■Act as if you are independently wealthy-have integrity in everything you do.

■Be a good steward.

Key Thoughts

“As we struggle with the uniquely complex challenges of the twenty-first century, it is good to remind ourselves that what matters most now is what's always mattered: our bedrock values." — Gary Hamel

“We need a values revolution in business-and it can’t come soon enough. The good news is that the values revolution has already started. The question for you and your organization is simple: Are you going to be a values leader or a values laggard?” — Gary Hamel

Values 2  Learn from all the various crises

When you look objectively at the recent debt crises/mortgage crisis/banking debacle, it becomes clear this was a moral crisis more than anything else. While the reasons for the problems which arose are clear in hindsight, it's also obvious the various crises were the end result of deceit, hubris, myopia, greed and denial on the part of those involved.

So what are the lessons of the recent crises? Two stand out: