Verwandte Artikel zu The Power of Management Innovation: 24 Keys for Accelerating...
The Power of Management Innovation: 24 Keys for Accelerating Profitability and Growth: 24 Keys for Sustaining and Accelerating Business Growth and Profitability (Mighty Managers Series) - Hardcover
Inhaltsangabe
The world’s most profitable companies share twothings in common: quality of management andmanagement capital. Combining leadership passionfor creating growth and profitability (qualityof management) and the effective deployment ofresources for accelerating growth (managementcapital) is the formula for thriving in the 21stcentury.
The Power of Management Innovation is a clearroadmap for delivering these critical drivers ofsuccess to your own organization. Incorporatingthe most pertinent points from his classic bookThe Power of Management Capital, creator of theTQM movement Armand V. Feigenbaum, alongwith systems management and technology expertDonald S. Feigenbaum, lays out 24 actionablekeys for applying systematic management andleadership models to your company, includinghow to:
- Foster constant innovationthroughout your company
- Integrate the newesttechnology resources
- Create, expand, and redefineyour market
- Combine the power of hardand soft assets
- Diffuse responsibility throughall levels of operations
- Eliminate obstacles toproduct and service value
- Operationalize yourcommitment to quality
- Create strategic alliancesand partnerships
- Focus on customers, investors,and other stakeholders
Apply the insights of The Power of ManagementInnovation and you’ll soon find yourselfleading―not following―the pack in today’senormously demanding and brutally competitivebusiness environment.
Die Inhaltsangabe kann sich auf eine andere Ausgabe dieses Titels beziehen.
Über die Autorinnen und Autoren
Armand V. Feigenbaum is President & CEO, General Systems Co., Inc. and the originator of Total Quality Control, which was conceived and completed while he was earning his doctoral degree from MIT. He is the recipient of the 2007 National Medal for Technology and Innovation and numerous other medals and honors from quality associations around the world.
Donald S. Feigenbaum is Executive Vice President and COO, General Systems Co., Inc. and an acknowledged world leader in systems management and engineering. He has published numerous influential works in the field of systems technology.
Von der hinteren Coverseite
Essential management insights fromthe creator of the TQM movement
To be a pacesetting company in today’s extraordinarily competitivebusiness world, you must integrate the latest, most innovative managementtools. The Power of Management Innovation will help you
- Promote innovation
- Grow through opportunism
- Manage wisely—and innew ways
- Keep aware and agile
- Lead with heart and head
- Manage better, not more
- Find and fix disconnects
- Deploy technologystrategically
- Lead your value chain
- Cultivate best practices
- Use new managementmodels
Auszug. © Genehmigter Nachdruck. Alle Rechte vorbehalten.
The Power of Management Innovation
24 Keys for Sustaining and Accelerating Business Growth and Profitability
By Armand V. Feigenbaum, Donald S. FeigenbaumThe McGraw-Hill Companies, Inc.
Copyright © 2009 The McGraw-Hill Companies, Inc.
All rights reserved.
ISBN: 978-0-07-162578-4All rights reserved.
Contents
| The Power of Management Innovation | |
| Innovate constantly | |
| Promote innovation | |
| Learn and innovate | |
| Manage smart in new ways | |
| Promote management capital | |
| The power of hard and soft assets | |
| Grow through opportunism | |
| Keep aware and agile | |
| Focus on customers | |
| Sustain and systematize | |
| Operationalize concepts | |
| Lead with heart and head | |
| Manage better, not more | |
| Create the future | |
| Network responsibility | |
| Collaborate strategically | |
| Compete using technology | |
| Find and fix disconnects | |
| End costs of failure | |
| Lead with the best | |
| Cultivate best practices | |
| Lead competitively | |
| Lead your value chain | |
| Manage by the new model | |
| The McGraw-Hill Mighty Manager's Handbooks |
Excerpt
CHAPTER 1
[check] The Power of Management Innovation
The opening years of the 21st century have provided great opportunities forcompanies that understand and respond to their new marketplaces and globalrequirements. These years have also shaken companies that have been slow torecognize and deal with the fundamental changes in the economic and socialforces that have created these opportunities.
Many companies have continued to develop as powerful agents of businessimprovement. Some have declined in growth and profitability.
Two basic characteristics stand out in the companies that are most successful inleadership and management: their quality of management and what we call theirmanagement capital.
Quality of management involves the leadership passion, the populism, and thedisciplined responsibility for sustaining and accelerating business growth andprofitability, particularly in the following ways:
• Customer value leadership including product and service that's a lock on thefuture
• Operating cost leadership for a company's economic strength
• Empowering a company culture of superior performance
Management capital is a company's overarching theme for effectivelyrecognizing, developing, accumulating, deploying, and measuring the capacity andeffectiveness of its total resources—hard assets and soft assets—toachieve these results in sustaining and accelerating growth and profitability.
One of the primary characteristics of this new 21st-century management is itsemphasis on innovation. This is characterized by theinstitutionalization, through infrastructure and integration, of constantmanagement innovation, which is also a necessary condition forsuccessful product and service research and development. The emphasis onsuccessful business innovation in pacesetter companies positions those companiesfor further innovation.
These 24 keys are intended to convey the essentials and the importance ofinnovation in driving business success in the 21st century, as presented in ourbook, The Power of Management Capital. We wrote our book to express andrecognize the modern field of management as a body of leadership, technological,behavioral, economic, and multinational knowledge. The application and value ofmodern management extend far beyond its origins in industrial businessoperations. Modern management is now also recognized as essential inorganizational performance ranging from education, government, and medicine tointernational bodies and technology. And smart innovation leads to success inall of these areas.
Our emphasis is on the application of new ways to improve results in anenormously demanding and brutally competitive economic, social, political, andinternational environment.
The Power of Management Innovation is intended for the men and women whoare responsible for the performance of their organizations, large andsmall—the people who can lead the drive for innovation.
"The opening years of the 21st century have been a shattering experience forcompanies that have been slow to recognize and deal with the fundamental changesin the economic and social demands but it has been a continuing opportunity forthose organizations that make management innovation a foundation of theirbusiness."
[beginstrikethrough]Innovate now and then]/endstrikethrough]
[check] Innovate constantly
An important characteristic of a pacesetter company is that it emphasizesmanagement innovation not as periodic events but as a general andconstant theme, an ongoing process, a prevailing attitude. This orientationdefines the organization. The company emphasizes innovation in order to increaseits business value for customers and key stakeholders.
These are management innovations, such as lean production, robust productdevelopment, team organizations, just-in-time management, and qualitymanagement. The business leaders understand and believe in the nature of suchinnovation, management process improvement, and the human and teamworkcommitment they require, and lead and encourage their development.
The force behind this innovation is what we have termed a company'smanagement capital. This is a strategy for capitalizing the managementpower of a company's leaders to recognize, develop, accumulate, deploy, andmeasure the capacity of its total resources to sustain and accelerate its growthand profitability. Management innovation is central to this success.
An increasing and evolving emphasis on developing and implementing managementcapital is the root of success in sustaining growth.
Innovation has long been recognized as a principal determinant of economicgrowth. In recent years the importance of management innovation has become oneof the most significant influences on economic performance.
Here are three lessons to learn from this experience:
Innovate: Understand the importance of the constancy of managementinnovation. What worked well in the past may not work now.
Learn from other companies: Know how your competitors are working anyadvantage. Understand how companies in other industries lead the others.
Avoid obsessing over an initiative: Realize the danger of becoming toofond of any business leadership initiative, no matter how popular. Be carefulabout not sticking with any one initiative for too long.
"One characteristic of pacesetter companies ... is their emphasis on thecompetitive power that results from making management innovation systematic ...while simultaneously also recognizing and preserving the competitive strength oftheir fundamental and unique signature capabilities."
[beginstrikethrough]Trust the old ways]/endstrikethrough]
[check] Promote innovation
One primary characteristic of the new management model—managementcapital—is how innovation is understood, appreciated, and emphasized. Thefocus is on the institutionalization of constant management innovation,integrated throughout the organization.
The reason for this is that a successful business innovation is not an end initself. It also positions a company for the next innovation.
In every industry, from silicon and steel to optics and genetics, it is also anecessary condition for connecting systematic product R&D throughout the entirecompany—not only focusing it on a central research laboratory—andenhancing the assurance of its timing and success.
Some companies have not yet recognized this reality; they do not fullyunderstand that they have been outclassed by competitors, in many cases becausethey have not understood this management model. Many of the companies that haveworked with this model still have a way to go toward implementing it fully.
There are seven key areas of this new power of management capital forintegrating resources, promoting innovation in all those resources, andincreasing income through surpassing competitors:
1. Thorough understanding of the tectonic shift in the character of businessinvestment in profit-driving assets and in the management model for using theseassets to achieve strong results
2. Leadership with the passion, populism, and disciplined responsibility toexorcise old management doctrines and replace them with new and more powerfulpractices
3. Systematic identification of the key opportunities for aggressively usingthis new power of management capital
4. Clear identification and assurance of the effectiveness of the key managementcapital channels for delivering results, including digitization whereappropriate
5. Full understanding of the management capital tools and measurements that canbe used to achieve the best results
6. Effective management of capital structuring, recognizing the role ofintangible assets
7. Consistent delivery of results for company stake-holders, emphasizing theprinciple that the company earns its income from customers, not the financialcommunity
Here are three ways to promote innovation:
Understand the fundamentally new character of business innovation:Understand the potential for sharpening your competitive edge.
Expand innovation: Promote it not just in terms of products, but also toimprove and ensure the institutionalization of R&D. Make it an overarching themefor your entire organization.
Develop management innovation: Make it constant. Integrate it throughoutthe organization.
"Pacesetter companies are generally quite aware of the fundamentally newcharacter of business innovation. They consistently, relentlessly, andsuccessfully develop competitively strong new ways of deploying and integratingtheir companies' total resources."
[beginstrikethrough]Stay the course]/endstrikethrough]
[check] Learn and innovate
The effects of innovation have long been recognized as a principal determinantof economic growth. In recent years the importance of management innovation hasbecome one of the principal factors in that determinant. While difficult toquantify and measure, its results are recognized as one of the most significantinfluences on economic performance.
In the 1980s, an era of increasing business leadership for Japan, the Nikkei 225Index grew significantly. During that period, many American and other Westernmanagers visited Japan to learn about "Japanese management." Innovativemanagement in all its forms was clearly recognized as fundamental in poweringJapan's increasing world leadership in industries ranging from automobiles toconsumer electronics.
As those Japanese innovations became better known throughout the United Statesand the West, they spread across many companies, helping them build theirbusiness strength. Those imported innovations became powerful center points toadd to the strong competitive improvement initiatives already under way in thoseorganizations. Meanwhile, the pace of the leading-edge management innovation inJapan seemed to slow. The Nikkei 225 Index began to drop and continued to dropsignificantly, while increases in American and Western economic performanceindicators reflected corresponding improvements in business results.
During the 1990s, American and other Western companies increasingly became theleaders in newer developments that became important keys to the resurgence ofthe American and Western business economies, even though many Japanesecompanies—from automobiles to electronics—maintained their customerquality leadership.
One important factor underlying this economic change is that long-term economicexpansions create major business disconnects. In some companies, the relentlessdevelopment of new areas of management leadership was not alwaysinstitutionalized as the fundamental leading edge it had become.
Consider these three lessons on the importance of constancy of managementinnovation:
Remember that what rises can also fall: Innovation helped some companiesrise. An inability to institutionalize the development of new areas ofmanagement caused some to begin to fall.
Learn from failures as well as from successes: Learn from what companieshave done right. Learn from what companies have done wrong. Sometimes it's onlywhat they've failed to continue doing right.
Be attentive to business disconnects: Recognize these problems thatresult from long-term economic expansions. Innovation and growth are successesonly if you can sustain them.
"One of the lessons of innovative experience is to avoid two of the biggestcompetitive dangers—becoming too fond of any business leadershipinitiative and sticking with an initiative for too long."
[beginstrikethrough]Manage hard the old way]/endstrikethrough]
[check] Manage smart in new ways
Quality of management is central. Company leaders must systematically developand integrate market and leadership capabilities, technology capacities, brandnames, customer relationships, human resources, international connections,business processes, and supply networks.
Companies must consider these factors in terms of both physical assets andfinancial capital. It's critical to emphasize smart management of allresources—soft and hard—in a strong infrastructure and in connectionwith the "e-frastructure" of the Internet for productivity and e-commerce. Theintegration of total capacities is the key to sustaining profitability.
In the last several years there has been an increasing emphasis on the form,frequency, and scope of leadership for establishing superiority in the way acompany works throughout all aspects of its organization and its customer,supplier, relationship, and alliance networks to establish a competitiveadvantage.
This leadership model includes promoting systematic integration withfundamentally based leading-edge management processes as a necessary conditionfor maximizing long-term business results from information technology.Relentless business and management innovation is a basic key to technology valuecreation. This key consists of leadership emphasis on the management principlethat digitizing a flawed process only enables that flawed process to operatefaster.
Information technology is a "general-purpose" technology. Like earliertransforming technologies such as electricity and radio, information technologyis a foundation both for creating new products and services and for establishingnew ways to manage them. Managing these technologies encourages and requirescomplementary organizational investments, such as new business processes andwork practices.
In contrast to the earlier technologies, however, information and the Internethave increasingly changed the shape of 21st-century management and leadershipitself.
This change has been demonstrated in the fast, fact-based, decision-makingmanagerial support power of information technology and the faster-paced, lessbureaucratic results provided in both intranet and Internet forms for self-organizational individual actions within a company's infrastructure.
Do these three things to manage smarter in new ways:
Emphasize quality of management: Measure it in terms of the know-how forfocusing full resources on the new management and leadership models and a stronginfrastructure. Take advantage of unusual growth opportunities. Resolve problemsof significant business disconnects.
Lead smart: Succeed with passion, populism, and disciplinedresponsibility. Strive to understand and effectively manage total resources andrelationships. Understand the new strength of business management innovation.
Go virtual: Develop the potential of e-commerce. Maximize use of theInternet for strong product growth and effective productivity growth.
"Their uses of hard assets and soft assets are the competitive strengths ofpacesetters.... The integration of total capacities is the key to sustainingprofitability."
[beginstrikethrough]Manage as always]/endstrikethrough]
[check] Promote management capital
From the brutally competitive economy of the opening years of the 21st century,two areas of corporate emphasis have emerged. The first is a fundamentally newcharacter of business innovation. The second is a powerfully new focus on thecarryover business issues from the expansive economy of the 1990s and the early21st century.
One example of the new character of business innovation is a new, moreeffective, and fully integrated use of technology resources for broad companycompetitive leadership. This is very different from the self-contained islandsof technology that characterized some organizations. Company technology isintegrated across all product and service development and throughout alloperations, marketing, and distribution areas as a fundamental competitiveleadership strategy.
Another example of the new character of business innovation is the improvingdevelopment and use of brand names and branding. When a company consistentlydevelops and effectively coordinates the focus of its brands, the results alignits character throughout the entire organization in powerful ways. It greatlyimproves recognition by customers and can significantly support sales.
These innovative actions to take advantage of opportunities bring into sharpfocus the carryover business demands from the very different environment thatcharacterized much of business during the 1990s and into the recent past.Throughout those years, companies expanded because of abundant resources,regulatory easing, strong technological growth, and acquisitions, mergers, andalliances. Customer demand and expectations were high and both customers andcompanies were willing to spend money to meet those expectations.
Business leadership is now characterized by depending less on very good marketsor on single technological silver bullets. This type of leadership does notaccept some past judgments that confused the results of a strong economy withassumptions about strong management practices.
Recognize these three lessons from recent problematic management practices:
Emphasize achieving superior returns on financial capital invested in thebusiness: This is a wiser course than focusing on short-term stock priceincreases. Go for growth, not greed.
Avoid simply pursuing marketing trends with metoo products and services:Don't market hot spots. Develop products and services that provide greaterbottom-line advantages and longer-term customer sales positioning.
(Continues...)
(Continues...)
Excerpted from The Power of Management Innovation by Armand V. Feigenbaum, Donald S. Feigenbaum. Copyright © 2009 by The McGraw-Hill Companies, Inc.. Excerpted by permission of The McGraw-Hill Companies, Inc..
All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
Excerpts are provided by Dial-A-Book Inc. solely for the personal use of visitors to this web site.
„Über diesen Titel“ kann sich auf eine andere Ausgabe dieses Titels beziehen.
Neu kaufen
Diesen Artikel anzeigen
EUR 29,70
EUR 11,53 für den Versand von Vereinigtes Königreich nach Deutschland
Versandziele, Kosten & DauerWeitere beliebte Ausgaben desselben Titels
Suchergebnisse für The Power of Management Innovation: 24 Keys for Accelerating...
Beispielbild für diese ISBN
The Power of Management Innovation: 24 Keys for Sustaining and Accelerating Business Growth and Profitability
Anbieter: Revaluation Books, Exeter, Vereinigtes Königreich
Verkäuferbewertung 5 von 5 Sternen
Hardcover. Zustand: Brand New. 1st edition. 128 pages. 8.50x5.50x0.75 inches. In Stock. Artikel-Nr. __007162578X
Anzahl: 1 verfügbar