Profitability, Productivity, and Sustainability: Organizational Behavior and Strategic Alignment

Cover
Half Title
Series Page
Title Page
Copyright Page
Contents
Figures
Tables
1. Introduction
Introduction
1.1 Introduction to Leadership as the Framework of Value Creation
1.1.1 The Leadership Equation on Sustainable Value Creation
1.1.2 Leadership and the Attraction of a Growing Stream of Added Value
1.2 The Human DNA and System Elements, Ergonomics, and OrgDNA
1.2.1 A Brief Description of the Structure of DNA in Humans
DNA Base Pairs
DNA Replication and Mutation
Replication
Process of Transcription
Process of Translation
Mutation
1.2.2 The Logic and Relevance of Human DNA and Its System Elements to OrgDNA and Ergonomics
Relevance of Human DNA and Its System Elements to OrgDNA
Relevance of Human DNA and Its System Elements to Ergonomics
1.3 Leadership Roles in Today's Business Thinking and the Essence of Its OrgDNA
1.3.1 Attracting a Continually Growing Stream of Added Values: The Stakes
Clues to the Surrounding Environment
The Leadership Equation in Value Creation
1.3.2 The Dilemma of Adding New Frontiers of Value Creation Outside the Existing Model
Business Model and Sustainability
Business Model and Organizational Theory
Business Model as a Subject of Innovation
Organizational Theory: Visionary vs. Managerial Leadership
Conclusion
Notes
Works Cited
2. OrgDNA, System Elements, and the Logic of Effective Strategic Alignment: Sustainability Perspective
Introduction
2.1 An Overview of the Crux of the Issue: Where We Stand Today
2.1.1 Beyond the Traditional Concepts of Business Thinking
Antecedents to the Crux of the Issue
Leadership Theories Relevant to Organizational Alignments
Visionary, Managerial, and Strategic Leadership
Servant Leadership versus Transformational Leadership
Leadership and the Mindset and Culture of Tackling Change Strategy
Materials Science and Engineering (MSE)
Product, Process/Service and the Customer-Centric Approach
An Analytical Review of Robert Kiyosaki's "Cash Flow Quadrant"
The Left- and Right-Hand Sides of the Quadrant
The Left-Hand Side of the Quadrant
The Right Hand Side of the Quadrant
The Core Values: Security or Freedom?
Hypotheses of the Inner and the Outer Worlds of Value Creation
The Missing Links between the Inner and Outer Worlds of Value Creation
The Outer Game (The Tools)
The Inner World (The Toolbox)
Frequently Misunderstood Aspects of the Intangibles of Value Creation
2.1.2 Leadership, and Strategic and Adaptive Influencing: The Dynamics
Leadership and the Dynamics of Influencing
Power Bases and Review of Mintzberg's Job of the Manager
Formal Authority
Interpersonal Roles
Informational Roles
Decisional Roles
Strategic and Adaptive Influencing in Leadership: Perspectives and Issues
2.2 The Compatibility of OrgDNA and High Performance
2.2.1 Overview
High Performance and the Science of Complexity
DNA Testing and Organizational Dysfunctions
2.2.2 Dynamics of High Performance: A Broad-Based Perspective
Finding and Working with the Right People
Leadership as a Scarce Resource
High-Performance Teams of Leaders Drive Urgency and Direction
Stocking the Pipeline with Future Leaders
How Middle Managers Embrace and Translate Strategy
Digital-Era Leadership and the Social Media
Change Management
Organizational Design/Structure
Culture and Employee Engagement
Culture
Employee Engagement
2.3 OrgDNA Common Bases and Their Intangibles
2.3.1 Common Bases of OrgDNA: The Tangibles
OrgDNA Profiles (Organizational Personality Types)
The Healthy and Resilient Organization (HERO)
Unhealthy or Dysfunctional Organizations
2.3.2 The Tangibles, Intangibles, and OrgDNA Replication
2.4 Empowering People and Unlocking Organizations' Potentials: The Precepts
2.4.1 Proper Alignment of Effective Power Bases
Leadership Styles and Their Alignment with Effective Power Bases
Leadership Styles and Their Alignment with Influence Styles
Assessment of Charismatic, Transformational, and Visionary Leadership
Personal Power vs. Positional Power
Role of Networks, Information Flow, and Decision Rights
Role of Motivators
2.4.2 Balancing the Hurdles to Execution and the White Space
Definition and Classification of Problems
Issues and Perspectives on Problem-Solving Approach
Issues
Perspectives
Translating Thought into Action: The Hurdles to Strategy Execution
Cognitive Hurdle
The Resource Hurdle
The Motivational Hurdle
The Political Hurdle
Gaining Support in Strategy Execution: Exercising Power
Influence Styles and Influence Tactics
Influence Styles
Shortgun Approach
Ingratiator Approach
Tactician Approach
Bystander Approach
Influence Tactics
The Four Broad Categories of Influence Tactics
Fitting the Specific Power Segments into their Broad Categories of Influence Tactics
Logical Appeals: Rational Persuasion
Emotional Appeals
Cooperative Appeals
Just ask!
Bargaining
Building coalitions
Consultation
Coercive Persuasion - Legitimate Coercive Persuasion
Coercive Abuse
The White Space and Strategic Action
Exploring Opportunities by Formulating Appropriate Business Models
The Need to Acknowledge the Limitations of their Existing Business Model
One Company's White Space Maybe Another Company's Core Competence
New Strategy Execution through "Tipping Point Leadership"
Core Competences and Their Dimensions
Mastering Conflict in Strategy Execution
Characteristics of Dysfunctional and Cohesive Teams
The Dysfunctional Team
The Cohesive Team
Trust
Conflict and their Characteristics
Good Conflict and Bad Conflict
Cold and Hot Conflicts
The Conflict Sweet Spot
How to Get To the Conflict Sweet Spot - General Perspective
Managing Conflict in a Cross-Functional Team - Integrating Strategic User Experience Design into Creating Value
Tips and Strategies for Managing Conflicts within Your Team
Understanding Amygdala Hijack and the Fight or Flight Response
Definition and Functions of the Amygdala
Preventing Amygdala Hijack
Coping with Amigdala Hijack
2.4.3 "I Exist, and Then I Understand, I Understand and Then I Exist"!
The Psyche of Change Management
Strategic Foresight and the Business of Shaping the Future
Futures Studies vs. Foresight
Vision versus Foresight
Strategic Foresight vs. Forecasting
Foresight and Policymaking
Complexity and Wicked Problems - "BHAGS"
Conclusion
Notes
Works Cited
3. Entrepreneurship, Management, and Their Strategic Organizational Value Creation Imperatives: Profitability Perspective
Introduction
3.1 The Entrepreneurial Landscape
3.1.1 Types and Stages of Entrepreneurial Start-ups
Types of Entrepreneurial Start-ups
The Major Categories of Ventures
Stages of Entrepreneurial Start-Ups
3.1.2 Understanding Cognitive Biases
Rationale for Cognitive Biases
Types of Biases Relevant to Early-Stage Entrepreneurial Ventures
Group 1 Set of Biases
Group 2 Set of Biases
Group 3 Set of Biases: The Sunk-Cost and Sunk-Cost Fallacy
Group 4 Set of Biases: Halo Biases
3.2 Mindset, Resilience, and the Culture of Value Creation
3.2.1 The Mindset of Value Creation
The Psychology of Money: Your Financial/Money Blueprint
The Mindset of Decision-Making Power and Persistence
The Mindset of Decision-Making Power
The Mindset of Persistence - The Power of Will
3.2.2 Core Issues in Value Creation and Entrepreneurial Resilience
3.2.3 Employees' Ownership Mindset and the Scarcity Mentality
The Scarcity Mentality and Consumer-Centered Mentality
Facilitating Employees' Ownership Mindset
The "Entreployee"
3.3 Entrepreneurial and Managerial Leadership, Market Orientation, and the Drive for Value
3.3.1 Expanding the Capacity of Entrepreneurial and Managerial Leadership
3.3.2 Market Orientation and the Entrepreneurial Value Creation Trajectory
The Entrepreneurial Vision
The Core Vision
Peripheral Vision
Recognizing Opportunities
3.3.3 Market Segmentation to Business Plan: Tracing Sustainable Profit-Oriented Potentials
Step 1: Market Segmentation (Business Idea Generation)
The Role of Feasibility Study in Market Segmentation
Market Research
Step 2: The Market Targeting Process
Stage One of Market Targeting - Evaluating Market Segments
Stage Two of Target Marketing - Selecting Target Market Segments
Step 3: Business Model Design and Lean Start-up Approach
Business Model Design (BMD)
Business Model Hypotheses: Lean Start-Up Approach (LSA)
Step 4: Business Plan - Key Attributes
Business Plan as a Broad-Based Plan that Defines the Company Brand
Marketing Plan as a Subset of Business Plan that Projects and Positions the Company Brand
General Remarks On and Business Plan and Their Key Attributes
3.4 The Science of Entrepreneurship and Strategic Foresight
3.4.1 Conceptual Thinking Patterns in the Science of Entrepreneurship
Entrepreneurial Thinking
Managerial Thinking
Strategic Thinking
How the Critical Factors of Entrepreneurial Processes Relate
Transcending Entrepreneurial Mindset to Strategic Foresight
Strategic Foresight vs. Strategic Thinking
Strategic Foresight vs. Traditional Planning
3.4.2 The Critical Thinking Business Model (The CTB Model): A New Approach
Loops of the 1st-Generation CTB Model and Strategic Thinking
Missing Alignments Based on Logical Steps from Start-up Ventures
Alignments in Business Process and Decision-Making Models
Regular Sequence of Business Mapping Pattern
Likelihood of Not Attaining the Desired Level Decision Making Outcome
The Second-Generation CTB Model
Conclusion
Notes
Works Cited
4. Organizational Dynamics of Global Manufacturing, Innovation, and the New Game of Product Design: Productivity Perspective
Introduction
4.1 Legacy of the First Industrial Revolution - Its Aftermath and Critical Caveats
4.1.1 Defining the Contextual Meaning of Industrial Revolution
4.1.2 Stages of Industrial Revolutions and Their Key Characteristics
Agrarian Economy
Proto-Industrialization
First Industrial Revolution
Second Industrial Revolution
The Welfare State (WS)
The Third Industrial Revolution
The Fourth Industrial Revolution
4.2 Global Manufacturing and Critical Trends in Design Perspectives
4.2.1 Organizational Dynamics in the Product Design Perspective
Value Proposition and Landmark Evolutions on Product Design
Value Proposition
Landmark Evolutions on Product Design
Customer Centricity and Its Product Design Alignments
Model Making and Prototyping
Importance of Creating Product Design Goals to Give Focus and Drive
Understanding the Customer-Centric Perspective
Transcribing Prototyping to Model Making
4.2.2 Comparative Products Design vs. Architectural Geopolitics
The Bases of Comparative Product Architecture
Product-Process Architecture
Product Design Information
The Relationship between Modularity and Product Systems Integration
The Bases of Architectural Geopolitics
Fundamental Logic of Architectural-Based Comparative Advantage
4.2.3 The Circular Economy Product Design
General Orientation
Design for Reuse/Redistribute
Design for Repair/Maintain/Prolong
Design for Remanufacturing/Refurbishing
Drivers and Barriers
How to Design for Remanufacturing
Design for Recycling
4.2.4 How Materials Science and Engineering Helps in Shaping Business Thinking
4.3 The Iron Logic of Product/Service Innovation and Their Commercialize Implications
4.3.1 Concept, Definitions, Purpose, Scope, and Levels of Innovation
Concepts and Definitions
Concepts
Definitions
Purpose and Scope
Modes of Innovation
Ad hoc Innovation
Sustainability Innovation
Incremental Innovation
Recombinative Innovation
Breakthrough Innovation
Disruptive Innovation
Radical Innovation
4.3.2 Phases of Innovation, Principles, Management, and Systems Integration
Principles of Innovation
Understanding Factors that Lead to the Failure of Most Innovation Projects
Step 1: Understand What Failure Looks Like in Innovation
Step 2: Understand Why Innovations Fail
Failure to Align Innovation with the Needs of the Business
Inability to Get Customer Traction
Failure to Manage the End-to-End Innovation Process
Failure to Learn from Innovations that Don't Meet Expected Targets
Step 3: Lessons to Learn for Future Success
Innovation Management
Front-End Activities, Back-End Activities, and Commercialization
Critical Phases of Innovation/Pillars of Innovation
Innovation Management and Systems Integration
The Design Innovation Process
Business Strategy and Innovation vs. Portfolio Management
Conclusion
Notes
Works Cited
5. Organizing Beyond the Frontiers of Competition and Disruptive Change: Profitability, Productivity, and Sustainability Perspectives
Introduction
5.1 Preparing as a Learning Organization for Radical Innovation and Disruptive Change
5.1.1 Why It Will Become an Increasingly Urgent Priority
5.1.2 What It Takes to Preparing for Radical Innovation and Disruptive Change
Creating the Culture of Value Creation
Competing on Price: The Big Picture
Competing on Circular Product Design: The Big Picture
Tapping into the Rationale of Big Data and Predictive Analytics: Why It Matters?
Leveraging Best Strategies for Robotics Technology and AI
What is Robotics?
Getting It Right with Artificial Intelligence (AI) Technology Scope and Development of Artificial Intelligence
Artificial Intelligence (AI) As a Unique Technology Wave
Competing on Customer-Centricity and Customer Success Management
A Recap of Customer-Centricity
The Rationale of Customer Success Management
Nurturing the Culture of Value Creation
5.2 Competing on Superior Product Appearance and Branding in Consumer Choice
5.2.1 The Different Roles of Product Appearance in Consumer Choice
Product Appearance in Aesthetic Product Value
Product Appearance in Symbolic Product Value
Linking of Brand Meaning to Elements of the Symbolic Product Value
Culture - Symbolic Interpretation vs. the Aesthetic Experience
Product Appearance and Functional Product Value
Product Appearance and Ergonomic Product Design
Attention Drawing Ability of Product Appearance: Psychological Eye-Catching Packaging Design
Product Appearance and Categorization
5.2.2 Underpinnings of Branding
A Successful Brand Has Purpose
Effective Branding Stimulates Emotions
A Successful Brand Is Agile
A Successful Brand Is Unique
A Successful Brand Is Consistent - Cohesiveness Builds Loyalty
A Successful Brand Tells Stories
Visual Brand Language
Intra-Sensory Perception
Sound
Smell
Touch
A Successful Brand Is Simple
A Successful Brand Is Excitingly Engaging
5.3 Competing on a Mix of Product Extension and New Product Development Strategies
5.3.1 Leverage Lightweight Structural Design Materials
Rationale for Lightweight Structural Design Materials
Characteristics of Materials Used in Lightweight Design
5.3.2 Simultaneity in Cost and Size Reduction, and Superior Performance
5.4 The Contagious Effects of Profitability, Productivity, and Sustainability
5.4.1 The Success Chain Reaction
5.4.2 Addressing Early Signs of Alignment Failure
5.4.3 General Remarks
Chapter Conclusion
Notes
Works Cited
6. Conclusions and Suggestions
Introduction
6.1 Conclusions
6.1.1 General Conclusions
6.1.2 Specific Conclusions
Two Kinds of Leadership Problems That Constrain Value Creation
The Manager's Role and a Company's Genetic Material
6.2 Suggestions
Conclusion
Works Cited
List of Abbreviations
Index