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Mastering leadership alignment : linking value creation to cash flow / J.W. Ballard, Andrew Bargerstock.

By: Contributor(s): Material type: TextTextSeries: Supply and operations management collectionPublisher: New York, New York (222 East 46th Street, New York, NY 10017) : Business Expert Press, [(c)2017.]Edition: First editionDescription: 1 online resource (xxxix, 197 pages)Content type:
  • text
Media type:
  • computer
Carrier type:
  • online resource
ISBN:
  • 9781631575044
Subject(s): Genre/Form: Additional physical formats: Print version:: No titleLOC classification:
  • HD57.7
Online resources: Available additional physical forms:
Contents:
1. Ballard's alignment and reporting disciplines -- 2. Mapping the value-creating cycle -- 3. Conducting three-bottom-line analysis -- 4. Link financial drivers, disconnects, and KPIs -- 5. Engage and align senior leadership -- 6. Monitor and report performance -- 7. Value stream and value cycle accounting -- 8. Boosting enterprise performance -- Exhibits -- Executing on the theory of constraints -- Value creation self-assessment templates -- 3 MOS upgrade business cases: Oklahoma Blood Institute 2008 -- Indigenous designs 2010 -- IBM DuPont ROA chart 1950-2008 -- Sacred glossaries and why every enterprise needs one -- BARD reading list, MLA Library -- Why mastering leadership alignment's appendices? -- MLA contributions by thought leader practitioners -- Afterword -- Acknowledgements -- Index.
Abstract: Shows how to align senior teams to move their enterprise in unanimity toward greater levels of adept business execution. This book conveys powerful methods, with real-world case stories for guiding Senior Leadership to dramatically improve enterprise results through continuously generating whole-hearted unanimity on core facts. This method is derived from decades of direct experience through more than 50 consulting engagements in building collaborative cultures of engaged leaders and staff in commercial and community enterprises. The unobstructed path to MLA requires solving classic issues that thwart alignment. Two of the seven discoveries that are revealed and resolved are: More than 50 percent of enterprise value-creating assets reside in undocumented tacit employee knowledge about business processes. CEO and CFO roles suffer from a built-in structure that generates dissonance and erodes alignment. Any senior leader or facilitator can use this learning guide to build whole-hearted senior team unanimity on core facts of enterprise. MLA is for enterprising professionals: senior leaders, trusted advisors to senior leaders and their direct reports, facilitators of change, and students of business-building competencies.
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Includes bibliographies and index.

1. Ballard's alignment and reporting disciplines -- 2. Mapping the value-creating cycle -- 3. Conducting three-bottom-line analysis -- 4. Link financial drivers, disconnects, and KPIs -- 5. Engage and align senior leadership -- 6. Monitor and report performance -- 7. Value stream and value cycle accounting -- 8. Boosting enterprise performance -- Exhibits -- Executing on the theory of constraints -- Value creation self-assessment templates -- 3 MOS upgrade business cases: Oklahoma Blood Institute 2008 -- Indigenous designs 2010 -- IBM DuPont ROA chart 1950-2008 -- Sacred glossaries and why every enterprise needs one -- BARD reading list, MLA Library -- Why mastering leadership alignment's appendices? -- MLA contributions by thought leader practitioners -- Afterword -- Acknowledgements -- Index.

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Shows how to align senior teams to move their enterprise in unanimity toward greater levels of adept business execution. This book conveys powerful methods, with real-world case stories for guiding Senior Leadership to dramatically improve enterprise results through continuously generating whole-hearted unanimity on core facts. This method is derived from decades of direct experience through more than 50 consulting engagements in building collaborative cultures of engaged leaders and staff in commercial and community enterprises. The unobstructed path to MLA requires solving classic issues that thwart alignment. Two of the seven discoveries that are revealed and resolved are: More than 50 percent of enterprise value-creating assets reside in undocumented tacit employee knowledge about business processes. CEO and CFO roles suffer from a built-in structure that generates dissonance and erodes alignment. Any senior leader or facilitator can use this learning guide to build whole-hearted senior team unanimity on core facts of enterprise. MLA is for enterprising professionals: senior leaders, trusted advisors to senior leaders and their direct reports, facilitators of change, and students of business-building competencies.

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