Download Becoming a Strategic Leader - Center for Creative Leadership by Richard L. Hughes PDF

By Richard L. Hughes

In the second one variation of the best-selling Becoming a Strategic Leader, Richard L. Hughes, Katherine Colarelli Beatty, and David L. Dinwoodie draw from the heart for artistic Leadership's (CCL) acclaimed major Strategically application to provide executives and executives a finished method of strategic management that reaches leaders in any respect degrees of organizations.

This completely revised version concentrates on useful instruments for generating impression at once. The authors position detailed emphasis on 3 crucial strategic elements: gaining knowledge of and prioritizing strategic drivers, which be sure sustainability and competitiveness; management process, which ignites the connections among humans serious to enacting the enterprise method; and the way to foster the person and organizational studying that's foundational to sustained performance.

The authors and different management improvement execs have used the detailed and systematic procedure defined during this publication with nice luck in CCL's prime Strategically software. the second one version additionally comprises more suitable self-assessments that aid to align the book's classes discovered with the program's present practices.

Readers will locate clean feedback approximately constructing the person, workforce, and organizational abilities wanted for associations to develop into extra adaptable, versatile, and resilient. those are serious strategic attributes in a time of ever extra quick swap, higher uncertainty, and globalization.

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Extra resources for Becoming a Strategic Leader - Center for Creative Leadership

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Vision, Mission, Values 26 BECOMING A STRATEGIC LEADER more about the way in which hospitals work together to achieve efficiencies in purchasing, and the conservative, even skeptical, nature of hospital purchasing decisions. They also assessed the changing nature of their own industry as it consolidated (in 2000, Neoforma competed with nearly 150 different players; by the end of 2003, that field had narrowed to a single consortium of suppliers). Each lesson drawn from this information and analysis caused Neoforma’s executive team to think differently about its own company—for example, the way in which it was structured and how it allocated resources.

It was known for several years in the 1980s that Microsoft was developing the Windows platform, which would compete with the Macintosh by providing less expensive access to similar technology. While managers throughout Apple were arguing for the need to develop and produce a low-end product, Beer and Eisenstat note their senior managers responded by yelling that this was wrong. This kind of response from any manager is virtually certain to inhibit information sharing. With respect to developing strategic leadership abilities in those around you, we ask that you read this book with others in mind, perhaps at least one other person you are working with who needs to be more strategic.

The Learning Process Organizations and their leaders have certain theories about what will lead to success in their industries. They test these theories through the actions and decisions they make. They watch key indicators to see how they are doing. If the key indicators are as they expect, executives consider the organization to be on track. If the indicators reveal unexpected results, leaders will typically make changes. During the course of this work, a process of learning is taking place. 1.

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