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Eleadership: Proven Techniques for Creating an Environment of Speed and Flexibility in the Digital Economy [Anglais] [CD]

Susan Annunzio

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Description de l'ouvrage

février 2001
Written by one of the world's leading management consultants, Evolutionary Leadership offers a vibrant style of leadership that will enlighten executives and inspire them to rethink their companies in an ever-changing economy. With business practices changing every day, companies must create environments of speed and flexibility that will engage employees and allow radical ideas to thrive. Susan Annunzio takes readers beyond typical management-speak, offering a blueprint for leading by
  • promoting environments that succeed amid constant change.
  • igniting passion for saving America's traditional businesses.
  • thinking about where your company is heading and how to get there.

With real-world examples, Annunzio shows how to create a more productive working environment by attacking traditional priorities in unconventional ways.
--Ce texte fait référence à l'édition Broché .

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Descriptions du produit


Chapter 1: The Evolutionary Leadership Challenge

What if one morning you arrived at your corporate offices and no one was there?

Your marketing staffers had decided to base themselves at various client headquarters.

The salespeople, equipped with Palm Pilots, Thinkpads, and digital wireless phones, were operating in mobile virtual offices.

Because of economics, customer service had been moved to another city, as had your distribution warehouse.

The R&D team you assembled was a collection of brilliant thinkers located around the world who worked with each other on networked computers and the occasional videoconference.

Your support staff -- accounting, communications, corporate counsel -- preferred to telecommute, plugging into the network from home offices and talking to each other via email and fax.

Even your personal assistant actually was located at the offices of your corporate parent, five hundred miles away; you and he communicated via calendar software, pager, and overnight mail.

What if, sitting alone at a big desk, you realized you didn't need a corporate office building at all? What would you do?

Welcome to the world of evolutionary leadership, where business strategies are fluid, workers are smarter and more demanding than ever, and the old rules of business just don't apply.

It's a world of global markets, ad hoc teams, telecommuters, email, videoconferences, online ordering, virtual offices, intranets, networked alliances, and instant information. And it's full of both challenges and opportunities for evolutionary leaders.

What Is Evolutionary Leadership?

Evolutionary leadership is a new style of business management designed specifically to guide top executives as they retool their businesses to compete in the eWorld.

In this brave new world, what does evolutionary leadership entail?

Evolutionary leadership means shaking up your corporate culture and fostering an attitude of speed and flexibility in order to facilitate the internal transformation to an environment for the new economy.

Evolutionary leadership means managing the clash between baby boomers and the new, brash Generation X and Y workers -- and finding a way to combine the talents of both groups to achieve success.

Evolutionary leadership means making the tough decisions that will set your company on the path to success in the connected economy -- and in the process save jobs, companies, and even entire industries.

Evolutionary leadership demands heroic behavior. It requires abandoning past business models and challenging current assumptions and beliefs. It entails breaking many of the rules we've played by for generations. It means sacrificing the comfort of the status quo in the quest for a new direction that will survive.

And most important, evolutionary leadership ultimately is not about connecting technology, but about connecting people.

Says Dave Tolmie, former CEO of yesmail.com, a permission email marketer, "The success of a company is based on the collective capabilities of its people. Every company needs to be more collegial and less structured so that the collective talents have a way to manifest themselves."

Microsoft chairman Bill Gates echoed the significance of the work environment in his book Business at the Speed of Thought: "The most important 'speed' issue is often not technical but cultural. It's convincing everyone that the company's survival depends on everyone moving as fast as possible."

Reinforcing that comment, international eBusiness consultant Eric Marcus says technology represents only 5 percent of the transformation process. The other 95 percent of a company's metamorphosis is represented by the changes in organizational behavior and culture that are at the heart of evolutionary leadership.

As a leader, it's not your job to worry about how your technology is set up. There are people more techno-savvy than you to make those decisions. Your job is more compelling, and ultimately, more critical: to create an environment where everyone can unleash their creativity. Technology is not an end in itself, but merely an enabler in the search for new products and services.

In the example above, evolutionary leadership means challenging the accepted belief that running a successful business includes bringing the entire staff under one roof from nine to five every day. Evolutionary leadership may require trusting employees to work independently in scattered offices. It may force you to give up some of the symbols of the Industrial Age: hierarchical organizations, clear lines of authority -- even office buildings.

Evolutionary leadership may force you to measure success differently, both corporately and personally. In the future, the world is going to measure success in terms of how many new ideas your company has generated and what kind of talent you're keeping and attracting. Meanwhile, you may need to reconsider golden parachutes, country-club memberships, and corner offices -- things that were the measures of success in the past. In the world we grew up in, these were ways of saying, "I made it." But they have become increasingly irrelevant.

Evolutionary leadership may mean finding new ways to be a leader: new ways to motivate when you don't see every employee every day, new ways to communicate your vision and create a culture, and new ways to think about what a company is and what it should look like.

We live in a world of new technology. We are bombarded by it every day. The availability of new tools has affected every company; it's forced them to reevaluate their businesses and rethink their strategies on marketing, distribution, communications, and organizational structure. Even if the strategy ultimately is to have no eStrategy, every business leader has had to rethink his company's place in the world. The new world is about "ruthless execution," as Amir Hartman states it in his book NetReady.

Most of the stories in this book are about strategy implementation: how companies like AMFM Inc., GATX Terminals, and DSM Desotech put in new business strategies to deal with increased competition and speed -- and then how those companies worked to catapult new behavior. The same principles that guided these companies apply in today's world of ruthless execution.

There are stories about companies faced with the challenge and availability of new technologies -- and how those company leaders handled it. You'll read about Educational Testing Service coming to grips with how new computer-based testing would affect its entire organization. You'll hear how CCH, a ninety-year-old book publisher, moved its products onto software and the Internet. You'll read about the trials of two large banking companies, Synovus and Wachovia Bank, as they created online banks.

Although the initial goal was to help established companies make the transition to the new economy, evolutionary leadership is not just for the traditional company. It's really about the kinds of leadership practices needed in the world we live in. And sometimes, though start-ups and dotcoms have fast-paced environments and stock options for everyone, the leaders sound and look and taste much like the leaders of the past. Having visited many start-ups, my experience is that there's a surprising amount of hierarchical behavior and old-line thinking in start-up companies. Once you get past the funky locations and pool tables, they can look just like any Industrial Age company, with employee cubicle size determined by rank. In fact, it's my impression that start-ups are finding themselves working hard to protect the cachet of the hot new company -- sometimes at the expense of their environment.

Oakleigh Thorne, who led the re-creation of CCH, is now a venture capitalist involved with several start-up companies. "What amazes me about these new companies is how they too have to change their culture," he says. "People can become ingrained in a culture in a week."

With that in mind, you'll read about the successes and challenges of big and small companies in establishing and maintaining environments that support new economy behavior.

So whether you are in traditional corporate America or at a start-up firm, the rules of the new economy challenge you to be an evolutionary leader.

You must have a vision for your company. You need to create an environment where ideas flourish and can be challenged. You need to deal with employees expediently and fairly. You need to communicate and inspire your workforce.

Creating an environment for the connected economy is not just a matter of getting up and telling your workforce that you want and need new behavior. It has to be more than symbolic gestures.

"If you open up 'new' old companies, you'll see they look a lot like the 'old' old companies," says Carl Russo, the entrepreneur whose Cerent Corp. became part of Cisco Systems in 1999. "The dress code has changed, which is really neat. But I'm not sure that it has anything to do with the core value set the company uses day to day. I think it's hard to cut at the core of that."

That's your challenge. Evolutionary leadership requires creating a workplace where new behavior is encouraged. It demands a new, irreverent way of communicating with employees. You must make sure this behavior isn't merely talked about, but really happens. Evolutionary leadership forces you to take the rhetoric of change and put it on the floor.

The Call to Action

The opportunity for evolutionary leadership exists at the juncture of several powerful forces:

  • The business world's need for leaders to guide the transformation to the connected economy

  • The speed of the changes in the business climate

  • The long-term economic peril many companies and industries face

  • The increasing reliance on intellectual capital

  • The movement of Generation X and Y into the workforce

  • The talent cru... --Ce texte fait référence à l'édition Broché .

Revue de presse

Ce livre s'adresse aux managers qui se sentent concernés par les nouvelles technologies mais qui ne savent pas comment les intégrer au mieux dans leurs entreprises sans en perdre le contrôle et sans sacrifier leur propre position. A partir d'exemples concrets et de principes opérationnels, l'auteur nous montre comment transformer nos cultures et nos structures établies afin de renouveler radicalement notre environnement de travail et de rentrer de plain-pied dans la nouvelle économie. -- Idées clés, par Business Digest --Ce texte fait référence à une édition épuisée ou non disponible de ce titre.

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Couverture | Copyright | Table des matières | Extrait | Index | Quatrième de couverture
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Amazon.com: 4.4 étoiles sur 5  12 commentaires
5 internautes sur 5 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 4.5 rounds up to 5 stars 24 janvier 2001
Par Dale A. Brill - Publié sur Amazon.com
I met Susan Annunzio on December 1 and since then her book has been on the fast-track to becoming required reading at e-GM. The only thing better than Susan's upfront approach in her book, is Susan Annunzio in person. The writing style is as conversational as having Susan over for coffee (although you may have to strap yourself in for the ride). The content hits home and resonates with those who get it and reaches out to those who really want to understand. If you already believe in the necessity of cultural transformation, the book will energize you. Indeed, prophets need encouragement. If you're in a leadership position and disappointed that your company's new culture hasn't come with the wave of your hand, Susan's book identifies the real work necessary to begin. OK, so the title is tired; tear off the cover as the first demonstration that you understand it takes more than wrapping paper to live and breathe real cultural change.
4 internautes sur 4 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 Don't Be Misled by the "e" 7 février 2001
Par Laurence J. Hall PhD - Publié sur Amazon.com
This book is bigger than the "e" we've grown tired of..."e everything." This is a book about how to position your company for today and whatever the next wave of change might be, whether it is away from or back to the .com revolution. Annunizio is more than a writer or consultant, she is a zealot. It is clear in her writing that she has lived through the fear and thrill of making fundamental organizational changes, as an insider putting her job at risk and a consultant putting her fees at risk. What she offers us in this book is practical, common-sense, doable and, yet, scarey. The last quality is what makes it worth doing. If it were not scarey, it would be just another "change of the month." However, don't just pick one or two ideas from this book and then expect to transform your company. This is a comprehensive change program...one of the few we've ever been offerred in such detail and with such an easy to read and easy to follow format. I bet one of the other reviewers is right. If you bring Annunzio to your company, she will shake it at its' roots, not with the funny quips of Tom Peters, but with any one of the mind-bending questions that she poses in her chapters. I'm sending this book to all my burned-out colleagues.
3 internautes sur 3 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 It's a Dipper! 10 février 2001
Par Mark Yeoell - Publié sur Amazon.com
I finished this lovely little book about 10 days ago. Is the book any good? Well, I have already been using some of what I found in there with my clients and my employees, both to good effect. That would be a yes! :)
One of the things I really like about the book is that it is a "dipper". I can browse through and stop at almost any page, dip in and pick up an illustrative real life story that reminds me of things I could do, suggests new things I might do or confirms things I am doing. This book is both a great reminder and an inspiring boot in the ***.
3 internautes sur 3 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 A Must For Change Management and Communications Leaders 6 février 2001
Par Eric K. Marcus - Publié sur Amazon.com
The author is one of the foremost experts on communication and change management. Her insights and ideas on how to drive change in an organization are truly unsurpassed. Ms. Annunzio is someone who writes from actual experience and her book is a virtual manual for any leader who is responsible for communication or change management in their organization -- and these days, what good leader isn't? I give this book my highest possible recommendation.
3 internautes sur 3 ont trouvé ce commentaire utile 
4.0 étoiles sur 5 UC GSB Adjunct Professor of Strategic Management 9 février 2001
Par Warren L. Batts - Publié sur Amazon.com
I finally got to read your book. Well done! Your steady use of interesting cases illustrated your points extremely well. It's applicable to far more situations than leading change in "e" business. The approach you advocate would work well in any company in today's talent short environment. Here's hoping the publisher's marketing efforts obtain the widest audience possible. The book deserves it.
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