Enterprise And Leadership

In today's world of business where organizational boundaries are blurry, intense competition dictates rapid change, and complex issues and relationships cut across departments, business units, and even companies, the old hierarchical command-and-control management approach is no longer sufficient. Distributed leadership approaches are necessary and no one individual can do it all. In fact, an enterprise is more than just the traditional organization. Value today is often created not just within a company, but also across a network of companies. Being able to connect the various components and to work collaboratively within the network is essential to maintaining competitive advantage. Leaders today must be capable of identifying potential partners, initiating and maintaining relationships, resolving conflicts, and reconfiguring their relationships. Cross-Enterprise Leadership is a new model for success in today's world of complexity and ambiguity. Leaders who adopt this approach will be more comfortable dealing with ambiguity, uncertainty, complexity and time pressures, and with creating value through networks of relationships. Small, domestic, entrepreneurial companies are, by their very nature, cross-enterprise focused. Entrepreneurs will tell you that they live in a world of uncertainty and ambiguity and that they constantly need to adjust on the fly. Equally, large multi-national companies like Wal-Mart, Nestle, or Coca-Cola are inherently complex and issues and relationships cut across functions, levels, geographies, and companies. Cross-Enterprise Leadership goes beyond a functional perspective to understanding the complexity of business issues from all angles and how they can be integrated, how leaders can rely almost entirely on influence when they may be operating without power or authority, and how they can develop the capacity to make decisions and implement them in an environment filled with uncertainty and complexity. Most managers operate like the traditional orchestra-waiting to do their written part. But there is no tidy score for business today. CEL enables today's leaders to be more like a jazz band, improvising and building off of one another, creating music in real time and in relationship to one another.

"This book presents a comprehensive collection of the most current research on various aspects, roles, and functions of digital enterprises"--Provided by publisher.

About the Book As new and disruptive technologies continue to transform the workplace, both employers and employees struggle to keep pace. The business practices of even five years ago are being revamped by new technologies, new applications, new devices, and new modes of connectivity and analytics, leaving many corporations out of touch, out of date and in some cases, out of business. As corporations scramble to keep pace, by way of downsizings, mergers, acquisitions, outsourcing, re-organizations and re-structuring, employees have been left to their own devices to find their niche in a new, increasingly competitive, digitized workplace. Am I at risk? How much of your conversations with friends, colleagues and bosses involve talk of mergers, acquisitions, downsizings, re-organizations, outsourcing, or other types of corporate re-structuring? How much of your thought process is consumed by the possibilities that, despite your performance, your job could go away? Today’s workforce faces unprecedented employment risks… not because of performance issues, or due to a sinking economy, but because of the rapid introduction of new technologies and new levels of competition. Am I prepared? Do I have the skills to compete in an economy and work environment that is in a state of constant change? Would I be competitive in the open job market? I was clearly marketable three years ago; but what about today? Have things changed right before my eyes without me noticing it, leaving me ill prepared for what may come next with my company? Do I have the connections to help me make a change if that were necessary? What would happen if I lost my job tomorrow? “The Emergence of the ‘Me’“Me” Enterprise” provides a historical and analytical view of how digitization has disrupted the workplace, and outlines a set of practices and values, described as the ‘“Me Enterprise Blueprint,’”, which serves as a recipe for surviving and thriving in this ‘“you are on your own’” environment.

A categorized compilation of favorite posts from the Evolving Excellence blog, Evolving Excellence: Thoughts on Lean Enterprise Leadership offers different-even outright contradictory-viewpoints that explore various aspects of lean enterprise excellence. In the shared desire to see American manufacturing thrive, authors Kevin Meyer and Bill Waddell have poured their knowledge, opinions, and ideas into their blog for the past two years. Sometimes tongue in cheek, usually provocative, occasionally humorous, but always passionate, they point out the failures of companies, organizations, and individuals in the manufacturing industry while also lauding those that understand true excellence. In Evolving Excellence, you'll find a bevy of different topics including: - Learning from the masters of lean manufacturing - Life, liberty, and the pursuit of manufacturing - The false god of the almighty algorithm - Looking lean vs. being lean - The impending global struggle between workers and management "If you love manufacturing then we hope you're reading Evolving Excellence. It's a must-read for manufacturers and those who dream."-Pat Cleary, Senior Vice President, National Association of Manufacturers "The authors are knowledgeable and they tell it like it is."-Bob Emiliani, author of Shingo Prize winning Better Thinking, Better Results Evolving Excellence also includes a glossary of popular terms and a list of resources to help further your knowledge of excellence in manufacturing. Delve into this amazing collection, and discover the different facets of lean enterprise leadership!

Shortlisted for the 2020 Business Book Awards Why do some businesses thrive, while many more struggle and fail? A key reason – and the focus of this book – is strategic alignment. This is the careful arrangement of the various elements of an enterprise – from its business strategy to its organisation – to best support the fulfillment of its long-term purpose. The best-aligned enterprises are the best performing. Most executives recognise that their enterprises should be managed in this aligned way, but lack a robust system of thought to allow them to execute strategic alignment effectively and realise its full benefits. There are thousands of organisations globally that are operating below their potential simply because they are not aligned. This book aims to change that. In Align, Jonathan Trevor provides a blueprint for how strategic alignment can be effectively developed, implemented and sustained. Drawing upon active research at the University of Oxford's Saïd Business School (with contributions from the joint works of Dr Jonathan Trevor and Dr Barry Varcoe), Jonathan also provides practical case studies and evidence-based insights – culminating in a thoughtful and compelling message to help leaders everywhere to improve their alignment and enterprise performance.

'This is an ambitious and a highly academic text.' – Economic Outlook and Business Review 'I can with no hesitation very strongly recommend this work to anybody with an interest in the theory of economic organization and international business.' – Nicolai Foss, Journal of International Business Studies 'This book provides a useful analysis of economic institutions aimed at practitioners in business and management as well as economists.' – Aslib Book Guide Economic institutions such as firms, markets, governments and voluntary organizations have a crucial impact on the competitiveness of national economies. Research on economic institutions is growing rapidly, but unfortunately it often focuses on narrow issues concerning legal systems and transaction costs. This book offers a broader perspective and important practical insights into economic institutions, focusing on dynamic issues such as entrepreneurship and ethical leadership, which are crucial to institutional growth. Extending the work of his previous books, The Entrepreneur and The Economics of Business Culture, Mark Casson analyses economic institutions from an integrated social science perspective. This perspective is based on the rational action principle of mainstream economics, modified to allow for endogenous preferences and information costs. Combining plausible assumptions with analytical rigour, the integrated approach offers important new insights into a wide range of issues, including the growth of firms, family business, regional business networks, international business elites, and the influence of cultural values on long-run economic growth. The integrated social science approach has implications for all the social sciences, and so the book is addressed to both business and management practitioners as well as scholars from a wide range of disciplines.

A fresh, holistic approach to strategic management in the modern business environment.