The Committed Enterprise: Making Vision, Values, and Branding Work
It is easier to describe vision and values than implement them. However this updated paperback edition of The Committed Enterprise shows how to achieve success by understanding the needs of stakeholders and maximising them.
It details the Seven Best Practices for making vision and values work and is based on research with leaders from 125 leading enterprises worldwide. Using a unique format to allow fast track or in-depth reading the book includes hundreds of examples from enterprises as diverse as PepsiCo, Caltech, Tesco, Mayo Clinic, BP, New York Police Department, DuPont, UPS and many others.
The text is essential reading for managers, and students of strategic organisational strategy.
* A systematic guide to understanding 'unstoppable' organisations, be they firms or orchestras.
* Takes managing vision and values from an art to a science
* Gives an unrivalled insight into managing the needs of all corporate stakeholders
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Chapter 2 How vision and values create Committed Enterprises
Chapter 3 The seven best practices for creating the Committed Enterprise
Chapter 4 Building the foundations of the Committed Enterprise
Chapter 5 Measuring the strength of the vision if there is one
Chapter 6 Timing and building a new vision
Chapter 7 Creating hard values for sustainable advantage
Chapter 8 Emotional activism communicating by action signals and words
Chapter 9 Creating systems to embed vision and values
Chapter 12 Why most vision and values programmes fail
Chapter 13 Vision and values before and after acquisitions
Chapter 14 Aligning individuals and organizations
Chapter 15 A renewable process for vision and values
10 Keys to failure
10 Keys to success
Chapter 10 Branding the Committed Enterprise
Chapter 11 The hardedged organization measurement
Other editions - View all
125 organizations achieve acquired acquisitions action advertising aligned appraisal attitudes Baylor behaviour brand proposition build Chairman and CEO Chairman/CEO Chapter Chart Committed Enterprise communication conﬂict consumers cost criteria culture customer focus develop Diageo Director embed Embedding Enron Estée Lauder example executives finance providers former Chairman global company Goldman Sachs Grand Met Head Teacher implement important individual inﬂuence innovation integrity internal Interview with Dr John Johnson linked London Mayo Clinic measurement merger Nestlé organization brand organization leaders organization's PepsiCo performance plans Police President Procter & Gamble questions recruitment reﬂect responsible rewards SBC Communications School senior managers Senior VP Seven Best Practices short-term skills SOURCE staff stakeholders strong values strong vision surveys targets teamwork Terry Leahy Tesco things Unilever United Parcel Service vision and values Vision Statements words