Inside the Box

David S. Cohen 지음

Jossey-Bass 2009년 12월 09일 출간

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How to turn company values into competitive advantageWe are inclined, for whatever reason, to treat values like works of art. We view them as nice to hang on the wall, and beautiful to look at, but we don-t act as though they truly mean much to us in the real world. In fact, the opposite is true. The best organizations understand their values, articulate them clearly, and hold them higher than any short-term concerns or short-cut methods. This does not put these companies at a competitive disadvantage. It is the source of their competitive advantage.If there's no clarity at the top about what values really mean, then there's no consistency at the management level or further down the organization. This means that there's no way to measure, coach, assess, promote or fire people in line with those values. Any organization that does not articulate its values concretely functions like a modern Tower of Babel. No one can be quite sure that they are speaking the same language at different levels or different locations within the organization. Decisions don't always make sense or feel right. Confusion reigns. No matter how compelling and inspirational the organization's vision may be, its aspirations fall far short in reality.Values are about achieving results in a way that is consistent with what an organization stands for. They provide a direct connection between the CEO, the factory worker and everyone in between; and form the basis of the organization's quot;brandquot; as understood by employees, customers, suppliers and even shareholders. When the work is done right, values provide an organizing principle, a directional compass that helps organizations succeed; they become a source of energy for an organization's vision, strategy and day-to-day efforts. Vision, strategy, market share, reputation and profits are all very important ~ but having a clear and consistent set of values is far more critical in predicting whether an organization will continu

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Acknowledgements.Introduction: Daring to Think Inside the Box.Chapter One: What's Inside the Box? How Values Work.Chapter Two: Reinforcing the Box: Making Values Meaningful Throughout the Organization.Chapter Three: the Discipline of Working Inside the Box.Chapter Four: Inside-the-Box Management Tool.Chapter Five: Selecting Inside-the-Box Leaders.Chapter Six: Does One Box Fit Forever? Organizational Growth: New Strategic Directions are Pursued but do the Values Ever Change?Chapter Seven: Measuring Inside-the-Box Success: the Meaning of Integrity, Business Results and Employee Brand.Bibliography.Index.

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저자(글) David S. Cohen

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Dr. David S. Cohen is founder of, and senior consultant in, the Strategic Action Group Ltd., a consulting firm specializing in organizational behavior and leadership development. His work with corporations helps create a link between the people and the business plan. His focus is on management and leadership development; behavior-based selection and performance management; helping corporations to articulate their values and develop a strategic vision; and creating high-performance, results-focused organizations.Cohen-s background spans both corporate consulting and education. He has consulted with a diverse group of clients in the United States, Canada and South America, as well as in Europe, South East Asia, Africa and the Caribbean, assisting companies to create integrated human resources processes that are aligned with the business plan, vision and values of individual clients.He is a sought-after speaker on business values, leadership and human resource issues and has presented frequently for groups such as Linkage, IQPC, the US Conference Board, Intelligence Business Networks (IBN), Malaysia and the Human Resources Professional Association of Ontario Annual Conference. He is also called upon as a keynote speaker at a variety of corporate programs.Dr. Cohen holds a doctorate in Education from Boston University. He is the author of The Talent Edge: A Behavioral Approach to Hiring, Developing, and Keeping Top Performers (Wiley, 2001).