{"product_id":"the-leaders-dilemma-isbn-9781119970002","title":"The Leader's Dilemma","description":"Drawing on their work on performance management within the ‘beyond budgeting’ movement over the past ten years, including many interviews and case studies, Jeremy Hope, Peter Bunce and Franz Röösli set out in this book an executive guide to building a new management model based on  eight key change management issues: \u003cul\u003e \u003cli\u003e\n\u003cb\u003e1. Governance:\u003c\/b\u003e From rules and budgets to purpose and values\u003c\/li\u003e \u003cli\u003e\n\u003cb\u003e2. Success:\u003c\/b\u003e From fixed targets to relative improvement\u003c\/li\u003e \u003cli\u003e\n\u003cb\u003e3. Organization:\u003c\/b\u003e From centralized functions to customer-oriented teams\u003c\/li\u003e \u003cli\u003e\n\u003cb\u003e4. Accountability:\u003c\/b\u003e From narrow targets to holistic success criteria\u003c\/li\u003e \u003cli\u003e\n\u003cb\u003e5. Trust:\u003c\/b\u003e From central control to local autonomy\u003c\/li\u003e \u003cli\u003e\n\u003cb\u003e6. Transparency:\u003c\/b\u003e From closed information to open book management\u003c\/li\u003e \u003cli\u003e\n\u003cb\u003e7. Rewards:\u003c\/b\u003e From individual incentives to team-based reward\u003c\/li\u003e \u003cli\u003e\n\u003cb\u003e8. Risk:\u003c\/b\u003e From complying with rules to understanding pressure points\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eThis book is about rethinking how we manage organizations in a post-industrial, post credit crunch world where innovative management models represent the only remaining source of sustainable competitive advantage.\u003ca id=\"_ednref1\" title=\"\" name=\"_ednref1\" href=\"..\/..\/db\/#_edn1\"\u003e[i]\u003c\/a\u003e The changes suggested by the authors will enable and encourage a cultural climate change that will help organizations to attract and keep the best people as well as drive continuous innovation and growth.\u003c\/p\u003e \u003cp\u003eAbove all, The CEO's Dilemma is about learning \u003ci\u003ehow to change\u003c\/i\u003e business  - based on best practice and innovation drawn from  leaders world-wide who have built and managed successful organizations.\u003c\/p\u003e \u003cp\u003eForeword v\u003c\/p\u003e \u003cp\u003ePreface vii\u003c\/p\u003e \u003cp\u003eSome definitions ix\u003c\/p\u003e \u003cp\u003eIntroduction\u003c\/p\u003e \u003cp\u003eThe organization as an adaptive system 1\u003c\/p\u003e \u003cp\u003e1 Principle #1 – Values 33\u003cbr\u003e Bind people to a common cause, not a central plan\u003c\/p\u003e \u003cp\u003e2 Principle #2 – Governance 57\u003cbr\u003e Govern through shared values and sound judgment, not detailed rules and regulations\u003c\/p\u003e \u003cp\u003e3 Principle #3 – Transparency 89\u003cbr\u003e Make information open and transparent; don’t restrict and control it\u003c\/p\u003e \u003cp\u003e4 Principle #4 – Teams 105\u003cbr\u003e Organize around a seamless network of accountable teams, not centralized functions\u003c\/p\u003e \u003cp\u003e5 Principle #5 – Trust 121\u003cbr\u003e Trust teams to regulate and improve their performance; don’t micro-manage them\u003c\/p\u003e \u003cp\u003e6 Principle #6 – Accountability 139\u003cbr\u003e Base accountability on holistic criteria and peer reviews, not on hierarchical relationships\u003c\/p\u003e \u003cp\u003e7 Principle #7 – Goals 157\u003cbr\u003e Set ambitious medium-term goals, not short-term fixed targets\u003c\/p\u003e \u003cp\u003e8 Principle #8 – Rewards 179\u003cbr\u003e Base rewards on relative performance, not fixed targets\u003c\/p\u003e \u003cp\u003e9 Principle #9 – Planning 203\u003cbr\u003e Make planning a continuous and inclusive process, not a top-down annual event\u003c\/p\u003e \u003cp\u003e10 Principle #10 – Coordination 225\u003cbr\u003e Coordinate interactions dynamically, not through annual budgets\u003c\/p\u003e \u003cp\u003e11 Principle #11 – Resources 239\u003cbr\u003e Make resources available just-in-time, not just-in-case\u003c\/p\u003e \u003cp\u003e12 Principle #12 – Controls 257\u003cbr\u003e Base controls on fast, frequent feedback, not on budget variances\u003c\/p\u003e \u003cp\u003e13 Implementation insights 283\u003c\/p\u003e \u003cp\u003e14 Make management change your legacy 305\u003c\/p\u003e \u003cp\u003eNotes 309\u003c\/p\u003e \u003cp\u003eIndex 325\u003c\/p\u003e  \u003cb\u003eJeremy Hope\u003c\/b\u003e is co-founder of the Beyond Budgeting Round Table, a not-for-profit collaborative dedicated to helping organizations improve their management models. He is a chartered accountant and a co-author of \u003ci\u003eTransforming the Bottom Line\u003c\/i\u003e, \u003ci\u003eCompeting in the Third Wave\u003c\/i\u003e and \u003ci\u003eBeyond Budgeting\u003c\/i\u003e. He is also author of \u003ci\u003eReinventing the CFO\u003c\/i\u003e. He lives in West Yorkshire, England and can be contacted at \u003ca href=\"mailto:jeremyhope@bbrt.org\"\u003ejeremyhope@bbrt.org\u003c\/a\u003e.  \u003cp\u003e\u003cb\u003ePeter Bunce\u003c\/b\u003e is a co-founder of the Beyond Budgeting Round Table (BBRT), a not-for-profit collaborative dedicated to helping organizations improve their management models. He is a Chartered Engineer and has held various posts in manufacturing engineering and collaborative research. He lives in Hampshire, England and can be contacted at \u003ca href=\"mailto:peterbunce@bbrt.org\"\u003epeterbunce@bbrt.org\u003c\/a\u003e.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eFranz Röösli\u003c\/b\u003e is a professor and management trainer at the University of Applied Sciences North Western Switzerland (FHNW) and Director of the Beyond Budgeting Round Table (BBRT), an international shared learning network for management development. He has experienced many years in management positions in different industries. He lives in Switzerland and can be contacted at \u003ca href=\"mailto:franz.roeoesli@bbrt.org\"\u003efranz.roeoesli@bbrt.org\u003c\/a\u003e.\u003c\/p\u003e  Drawing on their work within the ‘Beyond Budgeting' movement over the past twelve years including many interviews and case studies Jeremy Hope, Peter Bunce and Franz Röösli set out in this book an executive guide to building a more empowered and adaptive organization based on 12 management principles:\u003cbr\u003e \u003cbr\u003e   \u003cp\u003e\u003cb\u003ePrinciple #1 - Values\u003c\/b\u003e: Bind people to a common cause, not a central plan\u003cbr\u003e \u003cb\u003ePrinciple #2 - Governance\u003c\/b\u003e: Govern through shared values and sound judgment, not detailed rules and regulations\u003cbr\u003e \u003cb\u003ePrinciple #3 - Transparency\u003c\/b\u003e: Make information open and transparent, don't restrict and control it\u003cbr\u003e \u003cb\u003ePrinciple #4 - Teams\u003c\/b\u003e: Organize around a network of accountable teams, not centralized functions\u003cbr\u003e \u003cb\u003ePrinciple #5 - Trust\u003c\/b\u003e: Trust teams to regulate and improve their performance; don't micro-manage them\u003cbr\u003e \u003cb\u003ePrinciple #6 - Accountability\u003c\/b\u003e: Base accountability on holistic criteria and peer reviews, not on hierarchical relationships\u003cbr\u003e \u003cb\u003ePrinciple #7 - Goals\u003c\/b\u003e: Set ambitious medium-term goals, not short-term negotiated targets\u003cbr\u003e \u003cb\u003ePrinciple #8 - Rewards\u003c\/b\u003e: Base rewards on relative performance, not fixed targets\u003cbr\u003e \u003cb\u003ePrinciple #9 - Planning\u003c\/b\u003e: Make planning a continuous and inclusive process, not a top-down annual event\u003cbr\u003e \u003cb\u003ePrinciple #10 - Coordination\u003c\/b\u003e: Coordinate interactions dynamically, not through annual budgets\u003cbr\u003e \u003cb\u003ePrinciple #11- Resources\u003c\/b\u003e: Make resources available just-in-time, not just-in-case\u003cbr\u003e \u003cb\u003ePrinciple #12 - Controls\u003c\/b\u003e: Base controls on fast, frequent feedback, not on budget variances\u003c\/p\u003e \u003cp\u003eThese principles will enable and encourage a cultural climate change that will enable your organization to attract and keep the best people as well as drive continuous adaptation, innovation and growth. They define the new management model for the twenty-first century organization.\u003c\/p\u003e Many leaders realize that in today's economy it will no longer be the smart highly paid people in the corporate center that drive success. Instead it will come from harnessing the knowledge and creativity of all their people, especially those that work at the interface between the organization and its customers. They also know that their budget-driven management processes are too slow, rigid and expensive and encourage the wrong behaviour. But business leaders are on the horns of a dilemma. How do they empower their people and adapt to change without losing control? \u003cp\u003eThis book is about rethinking how we manage organizations in a post-industrial, post credit crunch world where innovative management models represent the only remaining source of sustainable competitive advantage. Above all \u003ci\u003eThe Leader's Dilemma\u003c\/i\u003e is about learning \u003ci\u003ehow to change\u003c\/i\u003e business - based on best practice and innovation drawn from leaders world-wide who have built and managed successful organizations.\u003c\/p\u003e \u003cp\u003e\"Every executive will have already had to face the well-known dilemma between trust and control. Based on the principles described, the authors succeed in finding a way out of this dilemma. Supported by concrete practical examples, these twelve principles add up to an integral management model which encompasses employee engagement, efficiency and innovation intelligently.\"\u003cbr\u003e\u003cb\u003e—Philippe Hertig, Managing Partner, Egon Zehnder International (Switzerland)\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\"As Albert Einstein once accurately stated, problems can never be solved using the same approach as that out of which they came. The management approach in The Leader's Dilemma is not subject to this unconscious, but very frequent mistake. It shows an entirely new approach on leadership and management, which regards organizations as living systems.\"\u003cbr\u003e\u003cb\u003e—Erich Harsch, CEO, dm drogerie-markt\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\"Executives are increasingly recognizing that the traditional model by which they manage their organizations is obsolete and counter-productive. In The Leader's Dilemma, Hope, Bunce and Röösli radically re-define the core principles of management - including accountability, goals, rewards, planning and coordination - to bring management into the 21st century.\"\u003cbr\u003e\u003cb\u003e—Dr Jules Goddard, Research Fellow, MLab, London Business School\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\"In a dozen clear principles, The Leader's Dilemma codifies a rethink of the conventional management model. The book's approach should be studied by any company aiming to survive and thrive in a transforming business landscape.\"\u003cbr\u003e\u003cb\u003e—Vineet Nayar, CEO of HCL Technologies and author of Employees First, Customers Second\u003c\/b\u003e\u003c\/p\u003e","brand":"Jossey-Bass","offers":[{"title":"Default Title","offer_id":47990275375333,"sku":"NP9781119970002","price":43.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9781119970002.jpg?v=1761787161","url":"https:\/\/k12savings.com\/products\/the-leaders-dilemma-isbn-9781119970002","provider":"K12savings","version":"1.0","type":"link"}