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# Highly Recommended《Bran-New + Hardcover Edition + How To Succeed in Training And Sustaining The Next Generation of Organization Senior Leaders》Noel.M Tichy - SUCCESSION : Mastering the Make-or-Break Process of Leadership Transition

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This international & New York Times bestseller in hardcover edition is a bran-new book and nicely wrapped with protective book-wrapper. The original new book is sold at usual price RM128.93 (Hardcover) . Now here Only at RM33.. An insider’s look at how a successful leadership pipeline can make or break a company. The book covers detailed examples of big corporates, start-ups and family businesses. Starting out at GE, where he headed up the company’s leadership institute and revamped the leadership pipeline under Jack Welch, Noel Tichy has served as a trusted advisor on management succession to such leading companies as Royal Dutch Shell, Nokia, Intel, Ford, Mercedes-Benz, Merck and Caterpillar. Noel Tichy has been the trusted adviser on management succession to companies including Royal Dutch Shell, Nokia, Intel, Ford, and Mercedes Benz. Succession distills his decades of experience and provides a practical framework for building effective transition pipelines - for multi-billion dollar conglomerates, family businesses or anything in between. Through revealing case studies - like Hewlett Packard, IBM, Yahoo and P&G - Tichy examines why some companies fail and others succeed in training and sustaining the next generation of senior leaders. He highlights the all too common mistakes that can generate embarrassing headlines and threaten survival. And he puts leadership development and succession where they belong: at the top of every leader's agenda. Less Now Tichy draws on decades of hands-on experience working with CEOs and boards to provide a framework for building a smart, effective transition pipeline, whether for a multi-billion dollar conglomerate, a family business, a small start-up, or a non-profit. Through revealing case studies like Hewlett Packard, IBM, Yahoo, P&G, Intel, and J.C. Penney, he examines why some companies fail and others succeed in training and sustaining the next generation of senior leaders. He highlights the common mistakes that can generate embarrassing headlines and may even call an organization’s survival into question, and reveals the best practices of those who got it right. Tichy also positions leadership talent development and succession where they belong: at the top of every leader’s agenda. Companies that develop leaders are more successful than those that don't, companies that develop leaders are more adaptable to change, and evidence that a company is developing leaders is when it is able to replace leaders internally. Therefore, every company and organization should have a goal of replacing leaders internally and should have deliberate and strategic plans for developing the next generation of leaders. This is essential in a global context of rapid and unpredictable change. After making the case for multiple leadership pipelines within the organization, Tichy describes the process of organizational transformation (leading through changing markets, technologies, economies, etc.) and developing the next generation of leaders. Tichy addresses leadership development from a technological (hierarchies, organizational development, training programs), political (who gets to make the decisions, who gets the resources) and cultural (values) persective. Leadership development is perhaps 10% formal training, 20% coaching/mentoring, and 70% on the job training. This is a very helpful book in recognizing that leadership development should be the priority of every organization and CEO, and it provides good examples and illustrations on how to do this. In cases where a company is faltering and it becomes necessary to look for outside leadership to change the direction, Tichy offers advice on how to do this as well. Tichy’s examples of CEO succession are always evidenced by stark graphs of market cap over a CEO’s tenure. Often to make his point ‘the slow, steady, agonizing contraction of share price’ is a sobering illustration of the ‘get it wrong examples’. Tichy avoids the academic politeness of not offending the good and the great. His description of Steve Balmer at Microsoft is typical. Tichy quotes Balmer as follows : ‘at the end of the day we needed to break the pattern. Face it, I’m the pattern’ and then concludes in Tichy’s direct style. ‘That was one of the few strategic decisions Balmer took that the stock market strongly endorsed’ Other detailed and emotionally charged examples include JC Penny – the choice to hire externally, Ron Johnson of Apple did not work out well. After a collapse in customer satisfaction and share price the board reversed course and rehired Johnson’s predecessor. There are equally insightful ‘got it right examples’. Notably Ford and the hiring of Alan Mulally who not only led a genuine transformation he set in place a robust internal succession pipeline to identify and appoint current CEO Mark Fields. Within these readable case studies is a strongly argued approach to succession that has implications for the whole organization. His summary of best practices revolve around the ‘technical, political and cultural challenges’ at each organization and can be summarized as his quotation at the start and end of the book with his interview with Boeing CEO James McNerney: ‘every question about leadership ultimately gets down to development, its about crucible experiences that make others better’ Tichy concludes that the most important responsibility is to grow transformational leaders from the inside so that you never need to go outside. Ironically Tichy chooses example of CEO’s (McNerney and Mulally) who were ‘external’ appointees, despite thatboth developed pipelines to ensure the development of internal successors. Tichy’s bullet point approach provides helpful provocations to HRD’s and board members struggling with the succession issue. For example his CEO Succession Rule: Rule 1: Great CEO successions don’t make great copy. Rule 2: The CEO is not the only game in town. Rule 3: The process is best served when the CEO collaborates with the HRD and the board. Equally useful to practitioners is the layout of the book. Following the conclusion chapter there follows three sections including ➽ ‘A process handbook, ➽ ‘teaching instructions’ and ➽ ‘simultaneous development for succession planning handbook’. The tools included are helpful, practical and easy to use. For example, the ‘Candidate Slate’ the ‘Leadership Judgment Process’ and a detailed outline of how to run an internal succession planning workshop. Tichy helps bring us full circle by concluding: ‘CEO succession should not be and never will be only about selecting the best CEO from a pool of likely candidates. It must always be about building a continuously transforming succession pipeline carefully constructed and designed to grow truly transformational leaders on the inside. It is in this sense fundamentally about creating, coaching and developing leaders at all levels’. About the Author Noel M. Tichy is the coauthor of Judgment, Judgment on the Front Line, Control Your Destiny or Someone Else Will, and many other business bestsellers. He is a professor at the Ross School of Business at the University of Michigan and advises CEOs around the world. Noel Tichy is the father of action learning. He headed up GE’s Leadership Center at its ground-breaking corporate university, Crotonville, in the 1980’s, and since then has been a professor at Michigan’s Ross School of Business.

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