The Success Formula: How smart leaders deliver outstanding value

Description

What do successful organizations and smart leaders have in common? They deliver outstanding value to their stakeholders. Interviews with over 80 leading organizations in private, public and third sectors from all over the world have led Andrew Kakabadse to a fascinating insight: organizations where stakeholder engagement was highest were not those led by charismatic and visionary leaders, but by a culture of delivering outstanding value. Through his research, he found two different approaches at work. In strategy-led organizations, senior management has a clear notion of how value can be created and enacts a strategy to achieve it with the support of key managers and board members. Value-delivery-led organizations approach value creation differently. In these organizations, the leadership gathers evidence from internal and external stakeholders to determine the value the organization is delivering today and can deliver in the future. A strategy is then put in place to support those findings - and is deliberately exposed to challenges from stakeholders to create engagement. The Success Formula demonstrates how value-delivery-led organizations are outperforming their strategy-led counterparts and how the world’s best organizations deliver value to their stakeholders, with examples drawn from Anglo American, Deutsche Bank, Citibank, Jaguar/Landrover, Microsoft, BMW and Alfa Bank. This authoritative guide shows leaders how to improve the way they gather meaningful evidence to create a value-delivery culture that maximizes the benefits for their organizations and stakeholders. Title Page Copyright Page Contents Chaper 1 Understanding value A variety of values Delivery failure Banking without value Flaws of the value jungle Testing, testing Value creation Belief limited Delivered value Equating success Best formula Understanding value: In summary Key questions Chapter 2 Diversity of thinking The road to diversity A way of working Global thinking Diversity plus Components of diversity Making sense of diversity of thinking Diversity of thinking: In summary Key questions Chapter 3 Discipline 1—Evidence Pragmatic science Evidence-averse Knowing the unknowable Evident characteristics The discipline of evidence: In summary Key questions Chapter 4 Discipline 2—Mission Command and liberate How mission impacts the organization The vision thing The meaning of vision Mobile missions The discipline of mission: In summary Key questions Chapter 5 Discipline 3—Alignment Wrestling with alignment Aligned and engaged Aligning HP Alignment of thinking Alternative energy Strategy versus Delivery Working through politics Understanding politics Systems and people together The discipline of alignment: In summary Key questions Chapter 6 Discipline 4—Engagement Engagement direct Blue Ocean value All’s fair Rules of disengagement Visioning—Top team Dialogue—Top team Building the capability to hear Foundations of engagement Dialogue versus debate Finally engaged The discipline of engagement: In summary Key questions Chapter 7 Discipline 5—Leadership The leadership challenge In flight change Leadership for a purpose The good, the bad, and the ugly The discipline of leadership: In summary Key questions Chapter 8 Discipline 6—Governance Governance as we know it Toothless tigers Dynamic governance Making dynamic governance work Enterprise fault lines Who owns what? The discipline of governance: In summary Key questions Chapter 9 Discipline 7—Wisdom Evidence-led wisdom Disruptive wisdom Telescopic thinking Reflective wisdom Maturing wisdom Capturing wisdom today Learning wisdom Neuro wise Dilemmas and wisdom Three dilemmas Working wisdom The discipline of wisdom: In summary Key questions Chapter10 Key questions Questions for the CEO Questions for the chairman Notes Chapter 1 Chapter 2 Chapter 3 Chapter 4 Chapter 5 Chapter 6 Chapter 7 Chapter 8 Chapter 9 Index