ReOrg: How to Get It Right
Business & Investing, Stephen Heidari-Robinson
ReOrg: How to Get It Right Stephen Heidari-Robinson pdf download - Un grand auteur, Stephen Heidari-Robinson a écrit une belle ReOrg: How to Get It Right livre. Ne vous inquiétez pas, le sujet de ReOrg: How to Get It Right est très intéressant à lire page par page. Le livre a pages 262. Je suis sûr que vous ne vous sentirez pas ennuyeux à lire. Ce livre étonnant est publié par une grande fabrication, Harvard Business Review Press. La lecture de la ReOrg: How to Get It Right fera plus de plaisir dans votre vie. Vous pourrez profiter de l'idée derrière le contenu. Télécharger ReOrg: How to Get It Right bientôt à votre ordinateur portable facilement.. Si vous avez décidé de trouver ou lire ce livre, ci-dessous sont des informations sur le détail de ReOrg: How to Get It Right pour votre référence.
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A Practical Guide in Five Steps
Most executives will lead or be a part of a reorganization effort (a reorg) at some point in their careers. And with good reason—reorgs are one of the best ways for companies to unlock latent value, especially in a changing business environment.
But everyone hates them.
No other management practice creates more anxiety and fear among employees or does more to distract them from their day-to-day jobs. As a result, reorgs can be incredibly expensive in terms of senior-management time and attention, and most of them fail on multiple dimensions. It’s no wonder companies treat a reorg as a mysterious process and outsource it to people who don’t understand the business. It doesn’t have to be this way.
Stephen Heidari-Robinson and Suzanne Heywood, former leaders in McKinsey’s Organization Practice, present a practical guide for successfully planning and implementing a reorg in five steps—demystifying and accelerating the process at the same time. Based on their twenty-five years of combined experience managing reorgs and on McKinsey research with over 2,500 executives involved in them, the authors distill what they and their McKinsey colleagues have been practicing as an “art” into a “science” that executives can replicate—in companies or business units large or small.
It isn’t rocket science and it isn’t bogged down by a lot of organizational theory: the five steps give people a simple, logical process to follow, making it easier for everyone—both the leaders and the employees who ultimately determine a reorg’s success or failure—to commit themselves to and succeed in the new organization.
Rang parmi les ventes Amazon: #288409 dans eBooksPublié le: 2016-10-25Sorti le: 2016-10-25Format: Ebook KindlePrésentation de l'éditeurA Practical Guide in Five StepsMost executives will lead or be a part of a reorganization effort (a reorg) at some point in their careers. And with good reason—reorgs are one of the best ways for companies to unlock latent value, especially in a changing business environment.But everyone hates them.No other management practice creates more anxiety and fear among employees or does more to distract them from their day-to-day jobs. As a result, reorgs can be incredibly expensive in terms of senior-management time and attention, and most of them fail on multiple dimensions. It’s no wonder companies treat a reorg as a mysterious process and outsource it to people who don’t understand the business. It doesn’t have to be this way.Stephen Heidari-Robinson and Suzanne Heywood, former leaders in McKinsey’s Organization Practice, present a practical guide for successfully planning and implementing a reorg in five steps—demystifying and accelerating the process at the same time. Based on their twenty-five years of combined experience managing reorgs and on McKinsey research with over 2,500 executives involved in them, the authors distill what they and their McKinsey colleagues have been practicing as an “art” into a “science” that executives can replicate—in companies or business units large or small. It isn’t rocket science and it isn’t bogged down by a lot of organizational theory: the five steps give people a simple, logical process to follow, making it easier for everyone—both the leaders and the employees who ultimately determine a reorg’s success or failure—to commit themselves to and succeed in the new organization.Revue de presseADVANCE PRAISE for ReOrg Dominic Barton, Global Managing Director, McKinsey & CompanyReOrg focuses on business results, not buzzwords. It s the book that I ll be recommending to clients and colleagues. Lord John Browne of Madingley, former CEO, BP; Executive Chairman, L1 EnergyHow you deliver a reorganization is as important as what design you develop. Heidari-Robinson and Heywood capture that simply and effectively here. This is an invaluable book for anyone leading a reorganization. Lady Barbara Judge, CBE, Chairman, Institute of Directors; former Chairman, United Kingdom Atomic Energy Authority; and former Commissioner, U.S. Securities and Exchange Commission An extremely useful and practical book. It will be an invaluable guide for executives at any level who are considering doing a reorganization of part or all of their company. Sir Andrew Witty, CEO, GlaxoSmithKline Modern business demands extraordinary nimbleness and the willingness to change in order to compete and keep up. The inevitable reorganizations need to be done right the first time, every time. ReOrg is an ideal thought provoker. Sir Suma Chakrabarti, President, European Bank for Reconstruction and Development This book will be invaluable for managers in both the public and private sectors faced with the challenge of leading a reorganization. It lays out clearly how managers can make a reorganization happen in a way that achieves the organization s objectives while also remaining conscious of the cost (both actual and human) of the change and seeking to minimize it. Ana Botin, Executive Chairman, Santander Reorganizations are inevitable in any business. Heidari-Robinson and Heywood are frank about the challenges and offer practical solutions. I highly recommend this book to business leaders thinking of reorganizing their companies. Financial TimesReorg is an easy read, digestible on a short flight or train journey, and well written in plain English with not too much consultant-speak. Anyone contemplating a reorganisation would do well to read this book. ---Présentation de l'éditeurA Practical Guide in Five StepsMost executives will lead or be a part of a reorganization effort (a reorg) at some point in their careers. And with good reason—reorgs are one of the best ways for companies to unlock latent value, especially in a changing business environment.But everyone hates them.No other management practice creates more anxiety and fear among employees or does more to distract them from their day-to-day jobs. As a result, reorgs can be incredibly expensive in terms of senior-management time and attention, and most of them fail on multiple dimensions. It’s no wonder companies treat a reorg as a mysterious process and outsource it to people who don’t understand the business. It doesn’t have to be this way.Stephen Heidari-Robinson and Suzanne Heywood, former leaders in McKinsey’s Organization Practice, present a practical guide for successfully planning and implementing a reorg in five steps—demystifying and accelerating the process at the same time. Based on their twenty-five years of combined experience managing reorgs and on McKinsey research with over 2,500 executives involved in them, the authors distill what they and their McKinsey colleagues have been practicing as an “art” into a “science” that executives can replicate—in companies or business units large or small. It isn’t rocket science and it isn’t bogged down by a lot of organizational theory: the five steps give people a simple, logical process to follow, making it easier for everyone—both the leaders and the employees who ultimately determine a reorg’s success or failure—to commit themselves to and succeed in the new organization.Most executives will lead or be a part of a reorganization effort (a reorg) at some point in their careers. And with good reason—reorgs are one of the best ways for companies to unlock latent value, especially in a changing business environment.
But everyone hates them.
No other management practice creates more anxiety and fear among employees or does more to distract them from their day-to-day jobs. As a result, reorgs can be incredibly expensive in terms of senior-management time and attention, and most of them fail on multiple dimensions. It’s no wonder companies treat a reorg as a mysterious process and outsource it to people who don’t understand the business. It doesn’t have to be this way.
Stephen Heidari-Robinson and Suzanne Heywood, former leaders in McKinsey’s Organization Practice, present a practical guide for successfully planning and implementing a reorg in five steps—demystifying and accelerating the process at the same time. Based on their twenty-five years of combined experience managing reorgs and on McKinsey research with over 2,500 executives involved in them, the authors distill what they and their McKinsey colleagues have been practicing as an “art” into a “science” that executives can replicate—in companies or business units large or small.
It isn’t rocket science and it isn’t bogged down by a lot of organizational theory: the five steps give people a simple, logical process to follow, making it easier for everyone—both the leaders and the employees who ultimately determine a reorg’s success or failure—to commit themselves to and succeed in the new organization.
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