Leiderschap en missie, visie. In ManagementSite besteden we veel aandacht aan belangrijke trends.
Tal van kennisbank-pagina’s zijn de afgelopen periode voorzien van ‘Recente Trends’. De trends zijn gebaseerd op bijdragen van auteurs, reacties van lezers en meningen van de redactie. Hier volgt de samenvatting van de trends bij missie, visie, kernwaarden. Meer onderwerpen uit onze serie over belangrijke trends vindt u aan het slot van deze bijdrage. Missie, visie en kernwaarden We hebben te lang geïnvesteerd in het oppoetsen van fraaie teksten. De trend is: Ophouden met ingewikkeld en tijdrovend gedoe rond visie, missie en kernwaarden. Hoe doe je dat? Kort en bondig Geen dikke verhalen of fraaie teksten! VDL heeft als motto Kracht door samenwerking. Positioning.
It’s hard to imagine a living room — or board room — where Netflix needs an introduction.
Today, it boasts over 65 million subscribers across more than 40 countries. Even its culture document went viral to become part of startup canon. It spurs hundreds of cable cancellations daily. Yet when former VP of Product Management Gibson Biddle joined Netflix in 2005, the product expert still had focus groups asking him: “Wait, I don’t get it. Do you mean streamlining?” Biddle’s track record as a product leader stems from his ability to delight customers in hard-to-replicate, margin-enhancing ways. How It Works – Holacracy. Dynamic Roles Replace Static Job Descriptions In most companies each person has exactly one job description.
That description is often imprecise, outdated, and irrelevant to their day-to-day work. In Holacracy, people have multiple roles, often on different teams, and those role descriptions are constantly updated by the team actually doing the work. This allows people a lot more freedom to express their creative talents, and the company can take advantage of those skills in a way it couldn’t before.
Since roles are not directly tied to the people filling them, people can hand-off and pick-up new roles fairly easily. “Everything is vague to a degree you do not realize till you have tried to make it precise.” — Bertrand Russell, The Philosophy of Logical Atomism Distributed Authority Replaces Delegated Authority The agility that Holacracy provides comes directly from truly distributed authority.
Home - Believe Me: The Art of Business Storytelling. 15-Word Strategy. By Alessandro Di Fiore | 8:00 AM April 29, 2014 There is no shortage of stories and anecdotes to illustrate how the best strategies can nearly always be reduced down to a brief but powerful statement and even more ink has been spilled describing the dangers of strategy statements that read like detailed action plans.
But how do you go about actually crafting — and using — a 15-word strategy statement? My approach is based on narrative techniques. I begin by working with clients to write a story based on this template: Once upon a time there was (insert a name who exemplifies your target customer/consumer) …. . A few years ago, I facilitated a strategic innovation workshop for a swimwear manufacturer. The workshop participants clustered the individual swimmers’ pain points into a number of categories, which they ranked along two metrics.
How to beat the transformation odds. After years of McKinsey research on organizational transformations, the results from our latest McKinsey Global Survey on the topic confirm a long-standing trend: few executives say their companies’ transformations succeed.
Today, just 26 percent of respondents say the transformations they’re most familiar with have been very or completely successful at both improving performance and equipping the organization to sustain improvements over time. In our 2012 survey, 20 percent of executives said the same. But some companies have beaten the odds. We asked respondents whether their organizations follow 24 specific actions that support five stages of a transformation. At organizations that took a rigorous, action-oriented approach and completed their transformations (that is, all of their initiatives have been fully implemented), executives report a 79 percent success rate—three times the average for all transformations.
The power of action—and communication Exhibit 1 Enlarge Exhibit 2. Haal meer uit uw veranderplan.pdf. Vision, Mission, Values. We hear more and more that organizations must have a compelling “purpose” — but what does that mean?
Aren’t there already a host of labels out there that describe organizational direction? Do we need yet another? I think we do, and I’ve pulled together a typology of sorts to help distinguish all these terms from one another. A vision statement says what the organization wishes to be like in some years’ time. It’s usually drawn up by senior management, in an effort to take the thinking beyond day-to-day activity in a clear, memorable way. There’s also the mission, which describes what business the organization is in (and what it isn’t) both now and projecting into the future.
Values describe the desired culture. If values provide the compass, principles give employees a set of directions. So how does purpose differ from all the above, which emphasize how the organization should view and conduct itself? The 25 KPIs Every Manager Must Know. Slechts 5 KPI’s om een org te besturen - ManagementSite. In deze periode zijn veel organisaties druk met het opstellen en finaliseren van de plannen voor volgend jaar.
11092 strategieboek frugiventa s 1.