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"Success in business demands an organization that is agile, innovative, and alert, capable of reinventing itself to handle whatever comes its way. Yet most attempts at transformational change fail, hamstrung by poor strategy, office politics, stakeholder resistance, and the pressures of constant transformation. In Stragility, Ellen Auster and Lisa Hillenbrand provide a powerful, practical, action-oriented approach that equips leaders at all levels to navigate these challenges while building skills and capabilities for the next strategic change. Filled with great examples of leading edge companies, and jam-packed with concrete tips, action steps, and tools, Stragility offers indispensable advice on how to make continuous strategic changes, navigate the politics and emotions of change, and inspire and engage leaders and stakeholders. Building on a field-tested framework the authors have applied in Fortune 500 companies, small businesses, and social sector organizations, Stragility provides the tools for creating a thriving, high-energy organization that will excel at strategic change--again and again."--
Organizational change. --- Strategic planning. --- Leadership. --- Ability --- Command of troops --- Followership --- Goal setting (Strategic planning) --- Planning, Strategic --- Strategic intent (Strategic planning) --- Strategic management --- Planning --- Business planning --- Change, Organizational --- Organization development --- Organizational development --- Organizational innovation --- Management --- Organization --- Manpower planning --- Organizational change --- Strategic planning --- Leadership --- E-books
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Business has a values problem. It's not just spectacular public scandals like Enron (which, incidentally, had a great corporate values statement). Many companies fail to live up to the standards they set for themselves, alienating the public and leaving employees cynical and disengaged-resulting in lower productivity, less innovation, and sometimes outright corruption. The reason, argue top scholars and consultants Edward Freeman and Ellen Auster, is that most companies' values are handed down from on high, with no employee input or discussion. This practically invites disconnects between inte
Value. --- Economic value added. --- Strategic planning --- Employee participation.
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