Technology has made it possible to apply a new management philosophy. Leaders can let go and still be in control. They can involve key people without losing momentum. Companies can consistently measure organizational capability over time, and accurately benchmark 'soft' management areas, and a virtual CEO office really does work. Founded on three key insights (the operating arena; managing by pull and push; and the web-based dialogue centre), Beyond Control offers a revolutionary model for shifting the management focus from structured control to guided interaction. Using this approach companies can build a participative operating system that creates space for managers to excel, and avoids the unpleasant surprises that can lead to corporate scandals.
Author(s): Fred Lachotzki, Robert Noteboom
Publisher: Wiley
Year: 2005
Language: English
Commentary: 58197
Pages: 258
Beyond Control Managing Strategic Alignment through Corporate Dialogue......Page 3
Contents......Page 7
Introduction......Page 11
A new approach......Page 12
The research base......Page 13
Strategic alignment and the corporate black box......Page 14
Corporate dialogue......Page 15
Moving beyond control......Page 16
Layout of the book......Page 17
Flowchart......Page 20
Acknowledgements......Page 21
Part I: Moving Beyond Control: A New Concept......Page 23
The profitability equation......Page 25
Moving beyond control......Page 26
How things can go out of control......Page 27
How problems were caused by the operations being ‘black boxed’......Page 29
Opening up the black box......Page 33
Lessons learned......Page 34
Looking back......Page 35
A new approach......Page 55
Lessons learned......Page 57
The operating arena explained......Page 59
A dynamic space......Page 61
The theory of strategic alignment......Page 65
Measuring alignment of capabilities......Page 67
The organizational capability scan......Page 68
A management style for strategic alignment......Page 75
Lessons learned......Page 77
The ideal leadership......Page 79
Aligning strategy and execution......Page 81
Participation: Leading from the middle......Page 83
Combining power and authority: Creating a culture of respect......Page 85
Managing by strategic pull and operational push......Page 86
Measuring the capacity for alignment......Page 88
Lessons learned......Page 96
Part II: Creating Alignment: The Continuous Dialogue......Page 97
Measuring, matching and managing......Page 99
Measuring......Page 101
Matching: Creating the alignment agenda......Page 105
Managing......Page 108
Lessons learned......Page 113
The executive dialogue centre......Page 115
Ten reasons for establishing an executive dialogue centre......Page 119
The process of managing beyond control......Page 125
Lessons learned......Page 127
Four pillars......Page 129
Managing complexity is about letting go......Page 130
Individual freedom supports commitment......Page 136
Transparency and accountability are assets......Page 137
Shared uncertainty reduces fear......Page 139
Lessons learned......Page 141
Part III: Managing Alignment: Leading, Rewarding and Reporting......Page 143
8. The Chief Executive Officer: Believer-in-Chief......Page 145
Intent: Being an internal and external role model......Page 146
Objectives: Goals that hit home and please people......Page 155
Resources: Making managers unlock people’s potential......Page 158
Interaction: Taking charge of communication......Page 159
The corporate dialogue process......Page 163
Lessons learned......Page 167
9. The Chief Financial Officer: Guarding the Equation......Page 169
Intent: Creating total clarity......Page 170
Objectives: Linking score with capabilities......Page 174
Interaction: The conscience behind the data......Page 177
Lessons learned......Page 179
10. The Human Resource Director: Aligning Talent......Page 181
Intent: Giving the right people the real story......Page 183
Objectives: Fighting for meritocracy......Page 192
Resources: Being committed to engagement......Page 195
Interaction: Fighting for openness......Page 200
Lessons learned......Page 204
11. The Communications Director: The Coherent, Consistent Storyline......Page 207
Intent: Making sense of strategy through interaction......Page 209
Interaction: Managing the ecosystem of dialogue......Page 214
Resources: Infrastructure as an enabler for consistency......Page 218
Lessons learned......Page 219
Epilogue......Page 221
Appendix I: Gap Analyses......Page 223
Appendix II: Campaign Invitations and Protocols......Page 225
Appendix III: A Case Study on Measuring – ABN AMRO......Page 227
Appendix IV: A Case Study on Matching – Numico......Page 230
Appendix V: A Case Study on Managing – Sara Lee/DE......Page 233
Appendix VI: How Aligned Is Your Company?......Page 237
Notes......Page 239
Index......Page 243
