Defying Doom : Leanding Urgent Large-Scale Transformations

Defying Doom Leanding Urgent Large-Scale Transformations

Detalles Bibliográficos
Autor principal: Quinn, Bernardo (-)
Formato: Libro electrónico
Idioma:Castellano
Publicado: Madrid : Lid Editorial Empresarial S.L 2016.
Edición:1st ed
Ver en Biblioteca Universitat Ramon Llull:https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009840631406719
Tabla de Contenidos:
  • Intro
  • BACK COVER
  • COVER
  • FRONT PAGE
  • DEDICATION
  • CONTENTS
  • FOREWORD by Nando Parrado
  • ACKNOWLEDGMENTS
  • PRESENTATION
  • STEPS. For Defying Doom
  • Don't kill the messenger
  • 1. So what is the Story?
  • 2. All aboard!
  • 3. Getting it done
  • 4. Conclusions
  • STEP 1. What's the Story?
  • 1. Create a sense of urgency: "We have a problem!"
  • 1.1. No one will come and fix our problem
  • 1.2. The Disconnection Factor
  • 1.3. Pause for reflection: picking out the problem or root causes
  • 1.4. Open up your eyes and ears
  • 1.5. Create the right culture to speak up
  • 1.6. Identify the roots behind the problem
  • 1.7. Explain why remaining where you are is not an option
  • 1.8. Articulating the vision for the future
  • 1.9. Come up with a roadmap
  • PART 2. Who's On Board?
  • 1. Willingness to change from the leader
  • 1.1. The leader must be the first person on board
  • 1.2. Leadership cannot be delegated
  • 1.3. Change efforts require a lot of energy
  • 1.4. Contextual leadership style
  • 1.5. All eyes on the leader's behavior
  • 2. Alignment of the Top Team
  • 2.1. Avoiding silos and building trust
  • 2.2. The leader as a coach
  • 2.3. The best for the whole may not be the best for each part
  • 2.4. Don't hesitate to remove people who get in the way
  • 2.5. Reaching out to engage everyone
  • 2.6. Communicate, communicate, communicate
  • 2.7. Find supporters and ambassadors for the transformation
  • 2.8. The voice of the leader in spreading the word
  • PART 3. Execution
  • 1. Keep the plan and the roadmap simple
  • 2. Focus, focus, focus
  • 3. Align the key elements of the plan
  • 4. Identify quick wins and structural projects
  • 5. Spend quality time on the transformation
  • 6. Set the right KPIs
  • 7. Align incentives and rewards
  • 8. Walk the talk
  • 9. Implement "zero-base" budgets to break the historical inertia.
  • 10. Find a common external enemy
  • CASE STUDY. Defying Doom at Telefónica
  • 1. Telefónica: What's the Story?
  • 1.1. Building a shared sense of urgency
  • 1.2. The vision of a brighter future: "Be More"
  • 2. Telefónica: Who's On Board?
  • 2.1. Organizational changes
  • 2.2. Launching "Be More"
  • 2.3. Rolling out "Be More"
  • 2.4. Leveraging Universitas Telefónica
  • 2.5. "Be More" workshops
  • 2.6. "Be More" online program
  • 3. Telefónica: Execution
  • 3.1. Suspending the dividend
  • 3.2. Selling non-core assets
  • 3.3. Selling Atento
  • 3.4. Reducing the equity stake in China Unicom
  • 3.5. Merging fixed and mobile operations in Colombia
  • 3.6. Selling Hispasat
  • 3.7. Selling 40 per cent of Central American operations
  • 3.8. Initial public offering for the German operation
  • 3.9. Purchase of E-Plus in Germany
  • 3.10. Selling of the Czech Republic and Slovakia operations
  • 3.11. Selling of operations in Ireland
  • 3.12. Debt reduction program
  • 3.13. Reestablishing the dividend
  • 3.14. A new organization in place
  • 3.15. Network sharing agreements
  • 3.16. Simplifying the commercial offer
  • CASE STUDY. Defying Doom at IBM
  • 1. IBM: What's the Story?
  • 1.1. A burning platform - IBM
  • 1.2. A clear vision of the future and the roadmap to get there - IBM
  • 2. IBM: Who's On Board?
  • 2.1. Willingness to change from the leader
  • 2.2. Alignment in the Top Team - IBM
  • 2.3. Reaching out to engage everyone
  • 3. IBM: Execution
  • 3.1. Win
  • 3.2. Execute
  • 3.3. Team
  • 4. The rebirth of IBM
  • CASE STUDY. Defying Doom at Apple
  • 1. Apple's burning platform
  • 2. Apple: focusing on the products
  • 2.1. iMac - May 1998
  • 2.2. The iPod - October 2001
  • 2.3. The iTunes Store - April 2003
  • 2.4. The iPhone - January 2007
  • 2.5. The iPad - January 2010
  • 2.6. The iCloud - June 2011
  • DEFYING DOOM TOOLKIT. Defying Doom: Apple.
  • Step 1. What's the Story?
  • Step 2. Who's On Board?
  • Step 3. Execution
  • NOTES
  • ABOUT THE AUTHOR
  • COPYRIGHT PAGE.

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