The Committed Enterprise: How to Make Vision and Values Work
The Committed Enterprise represents Hugh Davidson's major statement on what makes a sustainable and excellent organization. It is based on over a year of intense fieldwork during which the author interviewed in person the most senior executives in 126 organizations in the US and Europe.
It is much easier to describe vision and values than implement them. Vision and values management is in the dark ages compared with that of Marketing, Finance or Operations. It is often derided and all too often just doesn't work.
The Committed Enterprise takes a hard approach to this 'soft' topic and describes how to build unstoppable organisations, whether businesses or charities, hospitals or orchestras, by managing vision and values scientifically yet creatively. It shows how to lay the foundations for success by understanding the conflicting needs of stakeholders and uniting them through the right vision and values. These forge uncompromising commitment, and transform organizations, teams and countries.
Hugh Davidson details Seven Best Practices for making vision and values work every day, at every level, based on analysis of his interviews with leaders of 125 high calibre enterprises in USA and UK. These include:
· Design and timing
· Linkage to key success factors
· Communicating through action
· Embedding via appraisal and rewards
· Branding the organization
· Rigorous measurement
Using a unique fast track / scenic route format, the book includes hundreds of examples, quotes and checklists from enterprises as diverse as PepsiCo, Caltech, Tesco, Mayo Clinic, BP, New York Police Department, DuPont, Save the Children, UPS, New York Philharmonic, and many others.
The Committed Enterprise brings a new dimension to managing organisations. It is designed for leaders and managers of every kind of enterprise.
So buy it, read it, then make it happen!
Access to the latest thinking on building employee commitment - from the author of the 100,000 selling Offensive Marketing and Even More Offensive Marketing
Exclusive interviews with leaders of 125 organizations provide the "seven best practices" for delivering vision and values
The innovative structure of the book means you can choose a fast track read by using the left hand pages only
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Chapter 2How vision and values create Committed Enterprises
Chapter 3The seven best practices for creating the Committed Enterprise
Chapter 4 Building the foundations of the Committed Enterprise Best Practice No 1
Chapter 5 Measuring the strength of the vision Best Practice No1
Chapter 6 Timing and building a new vision
Chapter 7 Creating hard values for sustainable advantage Best Practice No 3
Chapter 8 Emotional activism communicating by action signals Best Practice No 4
Chapter 9 And words Creating systems to embed vision and values Best Practice No 5
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 Best Practice No 6
Chapter 11 The hardedged organization measurement Best Practice No 7
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 Estée Lauder example executives finance providers former Chairman future vision global company Goldman Sachs Head Teacher implemented important individuals inﬂuence innovation integrity internal Interview with Dr John linked London market share Mayo Clinic measurement merger motivating Nestlé non-profits organization brand organization leaders PepsiCo Percy Barnevik performance plans Police President Procter & Gamble questions recruitment reﬂect responsible rewards SBC Communications School senior managers Senior VP Seven Best Practices skills SOURCE staff stakeholders strong values strong vision Sun Microsystems targets teamwork Terry Leahy Tesco things United Parcel Service vision and values Vision Statements words