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001 9781003024064
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006 m o d
007 cr |||||||||||
008 201005t20212021flua ob 000 0 eng d
040 _aOCoLC-P
_beng
_erda
_epn
_cOCoLC-P
020 _a1000217795
_qelectronic book
020 _a9781000217735
_qelectronic book
020 _a1000217736
_qMobipocket electronic book
020 _a9781000217766
_qMobipocket electronic book
020 _a1000217760
_qelectronic book
020 _a9781003024064
_qelectronic book
020 _a1003024068
_qelectronic book
020 _a9781000217797
_qelectronic book
020 _z9780367903046
_qhardcover
020 _z9780367617776
_qpaperback
024 7 _a10.4324/9781003024064
_2doi
035 _a(OCoLC)1203021420
_z(OCoLC)1203943738
035 _a(OCoLC-P)1203021420
050 4 _aHD58.8
_b.S7857 2021
072 7 _aBUS
_x071000
_2bisacsh
072 7 _aBUS
_x041000
_2bisacsh
072 7 _aBUS
_x097000
_2bisacsh
072 7 _aKJMB
_2bicssc
082 0 4 _a658.4/08
_223
100 1 _aStrobel, Brian,
_eauthor.
245 1 0 _aPursuing excellence :
_ba values-based, systems approach to help companies become more resilient /
_cBrian Strobel.
264 1 _aBoca Raton, FL :
_bRoutledge,
_c2021.
264 4 _c©2021
300 _a1 online resource :
_billustrations (black and white)
336 _atext
_2rdacontent
336 _astill image
_2rdacontent
337 _acomputer
_2rdamedia
338 _aonline resource
_2rdacarrier
500 _a"a Productivity Press book"
505 0 _aPart I: Things that are and that Could be -- Chapter 1 Start with the Beginning but Focus on the End -- Part II: Things we don't See -- Chapter 2 Validating Our Values and Beliefs -- Chapter 3 Honing Our Culture -- Chapter 4 Clarifying Our Leadership -- Chapter 5 Aligning Our Strategy -- Chapter 6 Integrating Our Systems and Structures -- Chapter 7 Understanding Our Marketspace -- Part III: Things we do See -- Chapter 8 Engaging Our People -- Chapter 9 Improving Our Processes -- Chapter 10 Realizing Our Products -- Part IV: Things the Customer Sees -- Chapter 11 Optimizing the Customer Experience -- Part V: Why these Things Matter -- Chapter 12 Application
520 _aThis book is for the people who lead our companies. Our world suffered a staggering blow. We will recover. Many of our companies are still suffering. Some of them will not recover. We're in a time of disruption. A company's culture will play a big part in managing through this disruption. Senior leaders must establish a clear purpose, a strong set of core values, and a plan to translate strategy into action. Companies will be seeking to transform, to become more efficient and resilient. Most attempts to do so fail. They fail because we try to solve the wrong problem with the wrong system. We attempt to change the way people act. But to achieve sustained improvement, we must focus on changing the way they think. Over the last thirty years, we've experimented with Lean, Six Sigma, and other improvement initiatives. Each failed to move beyond average performance and sustain transformational improvement. Average then became a learned behavior. To move forward, we must unlearn some things. We must change our problem definition and our defined systems. And we can do this by framing the problem through the lens of Operational Excellence.
588 _aOCLC-licensed vendor bibliographic record.
650 0 _aOrganizational change.
650 0 _aOrganizational effectiveness.
650 0 _aOrganizational behavior.
650 7 _aBUSINESS & ECONOMICS / Leadership
_2bisacsh
650 7 _aBUSINESS & ECONOMICS / Management
_2bisacsh
650 7 _aBUSINESS & ECONOMICS / Workplace Culture
_2bisacsh
856 4 0 _3Read Online
_uhttps://www.taylorfrancis.com/books/9781003024064
856 4 2 _3OCLC metadata license agreement
_uhttp://www.oclc.org/content/dam/oclc/forms/terms/vbrl-201703.pdf
942 _2lcc
_cEBK
999 _c15734
_d15734