Search results for ""Author Gillis Jonk""

This book is about icons - exceptional organizations (orchestras, restaurants, sports teams or companies) with an aspiration to make or do something special, and to go on doing so, year in, year out for decades. This is what gives these organizations their undeniably iconic status. By selecting 14 iconic organizations (including ElBulli, McKinsey, Royal Concertgebouw Orchestra, Procter & Gamble, the All Blacks) and researching what characteristics make them different from others, the authors discovered a "competency spiral" which these organizations exhibit in their success. Attracting and retaining the right people; forging individuals into a team; and achieving outstanding results, time after time, through continuous improvement and adjustment - these are the key competencies required to achieve iconic status.

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Own the Future of Your Industry with a Transformational Strategy Designed for Today's Business WorldLeaders today are inundated with strategic opportunities, besieged by business disruptions, andpressured to innovate--to do things better, faster, or differently. The CEO of a Fortune 500 firm explains it best: "I am looking at 23 different strategic initiatives. Trying to develop and implement so many strategies is like trying to change the driver, tires, the oil, and the bumpers; paint the body; and tune the engine. And doing all of this on a car that's running at full speed."The answer used to be found in strategy. But in thepast decade, the commonly deployed large-scale strategic exercises were largely discredited. They were slow and elaborate and did not deliver the expected returns, let alone help make sense of a glut of initiatives or cope with an increasingly unpredictable future.The Future of Strategy brings strategy back fromthose big top-down plans. It answers the questions of executives facing tumultuous business conditions and rapidly shifting markets: Is strategy still possible? Yes. Aren't strategies outdated before they can be implemented? Not if they are done right. Rather than developing strategy, aren't we better off being agile and able to capitalize on emerging trends faster than our peers? Agility complements strategy; it cannot replace it.This book is about reversing course and repositioningstrategy in its rightful place as the overarchingmanagement system. The authors introduce their core methodology, designed to future proof companies against the friction and "fog of war" that inexorably accompany changing times. They synthesize three fundamental principles that, when combined, provide the means to reclaim strategy: Take direct cues from fundamental trends affecting the company going forward Engage people across the company to translate these cues into strategy and effectively eliminate the handover hurdle between formulation and execution, a major reason for strategy failure Capture the output as competitive opportunities and manage their life cycles--when some have run their course, others are ready to take over Strategy today requires stepping over the shadows of one's own ingrained beliefs to capture new opportunities.This book reveals the inner workings of transformational strategies developed by leaders who gradually become more successful by advancing winning combinations of attitudes, values, habits, and practices.

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