On Creativity Innovation and Renewal: A Leader to Leader Guide (Frances Hesselbein Leadership Forum) - Softcover

Buch 7 von 23: Frances Hesselbein Leadership Forum

Drucker Foundat, Frances

 
9780787960674: On Creativity Innovation and Renewal: A Leader to Leader Guide (Frances Hesselbein Leadership Forum)
Softcover
ISBN 10: 0787960675 ISBN 13: 9780787960674
Verlag: John Wiley & Sons, 2002

Inhaltsangabe

On Creativity, Innovation, and Renewal features the best thinking from top experts on strategic innovation, sparking creativity, and transforming organizations. Written in a concise style that is ideal for the busy executive with little spare time, the book presents a stellar roster of contributors. On Creativity, Innovation, and Renewal is one title in the Leader to Leader Guides, which draw from the most compelling articles that have appeared in Leader to Leader, the Drucker Foundation's award-winning journal.

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Über die Autorin bzw. den Autor

Frances Hesselbein is chairman of the board of governors of the Peter F. Drucker Foundation for Nonprofit Management and editor-in-chief of its journal Leader to Leader. She is also the lead editor for the best-selling Drucker Foundation Future Series. Hesselbein served as CEO of the Girl Scouts of the U.S.A. from 1976 to 1990 and was awarded the Presidential Medal of Freedom, the United States' highest civilian honor, in 1998.

Rob Johnston is president and CEO of the Peter F. Drucker Foundation for Nonprofit Management. He was executive producer for Leading in a Time of Change, a 2001 video featuring Peter F. Drucker and Peter M. Senge and for the Nonprofit Leader of the Future video teleconference. He is a senior editor for the Leader to Leader journal, and has contributed a chapter to Enterprising Nonprofits (Wiley, 2001).

Von der hinteren Coverseite

On Creativity, Innovation, and Renewal features the best thinking from top experts on strategic innovation, sparking creativity, and transforming organizations. Written in a concise style that is ideal for the busy executive with little spare time, the book presents a stellar roster of contributors. On Creativity, Innovation, and Renewal is one title in the Leader to Leader Guides, which draw from the most compelling articles that have appeared in Leader to Leader, the Drucker Foundation's award-winning journal.

Learn about Creativity, Innovation, and Renewal from these Thought Leaders
John Seely Brown
James Champy
Stephen Jay Gould
Gary Hamel
Frances Hesselbein
Randy Komisar
Dorothy Leonard
Costas Markides
Nigel Nicholson
Harriet Rubin
Patricia B. Seybold
Peter Skarzynski
Walter Swap
Noel Tichy

Aus dem Klappentext

On Creativity, Innovation, and Renewal shows leaders how to establish a workplace environment that encourages creativity and innovation while creating a sense of passion and importance. Part of the Leader to Leader Guides, which offer a wellspring of rich insight and information from top leadership thinkers, it features leading experts on strategic innovation, sparking creativity, and transforming organizations.
Drawn from Leader to Leader, the award-winning journal, On Creativity, Innovation, and Renewal brings together Gary Hamel, Stephen Jay Gould, Noel Tichy, John Seely Brown, and other thought leaders to offer practical guidance for those who seek to lead their companies through organizational change. The book addresses such key issues as the need to focus on the customer and the necessity of building community within the enterprise while strengthening the organization's position in the community beyond its walls.
Each of the four volumes in the Leader to Leader Guides-On Mission and Leadership, On Leading Change, On High-Performance Organizations, and On Creativity, Innovation, and Renewal -- is organized around an essential topic with a diversity of views presented in clear, short chapters. These essential collections provide leaders with insight and inspiration to take their organizations to new levels of excellence.

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On Creativity, Innovation, and Renewal

A Leader to Leader GuideBy Frances Hesselbein Rob Johnston

John Wiley & Sons

ISBN: 0-7879-6067-5

Chapter One

When the Roll Is Called in 2010 Frances Hesselbein

To be sustainable, an organization must scan its environment to identify major trends; review its mission and refine it to reflect changes in the environment; abandon outdated views and practices; develop strategic goals that embody its desired future, based on its mission and values; and measure performance based on these. It must cultivate innovation; finance the few initiatives that will make a difference; deploy resources where they will have the most impact; refine communication; provide continuous learning opportunities; initiate job rotation and expansion; create a marketing mind-set; listen to the customer; and recognize technology as a tool, not a driver. It must create dispersed, fluid leadership; facilitate leadership development and transition; focus on strengths rather than weaknesses; increase diversity; form strategic partnerships; and contribute to the community.

I was struggling to write this article about what leaders and organizations must do, today, to be viable and relevant 10 years from now. I told Rob Johnston, our president, that I thought the title would be "When the Roll Is Called in 2010." He left and shortly returned to my office with a Web site printout of a great old hymn I remember from my Methodist Sunday School days: "When the Roll Is Called Up Yonder, I'll Be There." That wasn't exactly what I had in mind.

My concern is with how our actions today shape our legacy. Building a sustainable organization is one of a leader's primary responsibilities. When the challenges of today have been met, will your organization have the vigor to grow tomorrow? When the roll is called in 2010, will your organization be present?

Few social observers project that the years 2001-2010 will be easy ones for organizations in the public, private, and social sectors. Instead, tenuous, turbulent, and tough are the descriptors I hear when thought leaders evoke the future. But inclusive, wide open, and promising are part of the picture as well.

To meet the challenges and opportunities of the years to come requires hard work. My checklist-not for survival but for a successful journey to 2010-includes the following points:

  •   Revisiting the mission in 2003, 2006, and 2009, each time refining or amending it so that it reflects shifts in the environment and the changing needs of changing customers as part of a formal self-assessment process.

  •   Mobilizing the total organization around mission, until everyone including the newest secretary and the worker on the loading dock can tell you the mission of the enterprise -why it does what it does, its reason for being, its purpose.

  •   Developing no more than five powerful strategic goals that, together, are the board's vision of the desired future of the organization.

  •   Focusing on those few initiatives that will make a difference -not skimming the surface of an overstuffed list of priorities. Focus is key.

  •   Deploying people and allocating resources where they will have an impact, that is, only where they can further the mission and achieve the few powerful goals.

  •   Practicing Peter Drucker's "planned abandonment": jettisoning current policies, practices, and assumptions as soon as it becomes clear they will have little relevance in the future.

  •   Navigating the many streams of venture philanthropy, whether gearing up for the "ask" or as a philanthropist seeking to make an investment in changing the lives of people by partnering with a social sector organization.

  •   Expanding the definition of communication from saying something to being heard.

  •   Providing board members and the entire staff and workforce with carefully planned continuing learning opportunities designed to increase the capacity and unleash the creative energy of the people of the organization.

  •   Developing the leadership mind-set that embraces innovation as a life force, not as a technological improvement.

  •   Adopting Peter Drucker's definition: Innovation is change that creates a new dimension of performance.

  •   Structuring the finances of the organization-whether as seeker or funder in the social sector, business, or government -so that income streams are focused on the few great initiatives that will change lives, build community, and make a measurable difference.

  •   Transforming performance measurement into a management imperative that moves beyond the old forms and assumptions and toward creative and inclusive approaches to "measuring what we value and valuing what we measure."

  •   Scanning the environment and identifying major trends and implications for the organization in preparation for riding the wave of rapidly changing demographics.

  •   Building a mission-focused, values-based, demographics-driven organization.

  •   Planning for leadership transition in a thoughtful way. Leaving well and at the right moment is one of the greatest gifts a leader can give to the organization.

  •   Grooming successors-not a chosen one but a pool of gifted potential leaders. This is part of the leader's daily challenges.

  •   Making job rotation and job expansion into widespread organizational practices that are part of planning for the future.

  •   Dispersing the tasks of leadership across the organization until there are leaders at every level and dispersed leadership is the reality.

  •   Leading from the front, with leaders the embodiment of the mission and values in thinking, action, and communication.

  •   Recognizing technology not as driver but as tool. Changing the technology as needs change, not changing needs and style to match the tool. Shaping the future, not being shaped by it.

  •   Permeating every job, every plan with a marketing mindset. Marketing means being close to the customer and listening and responding to what the customer values.

  •   Building on strengths instead of dwelling on weaknesses until the organization has succeeded in, as Peter Drucker says, "making the strengths of our people effective and their weaknesses irrelevant."

  •   Throwing out the old hierarchy and building flexible, fluid, circular management systems with inclusive leadership language to match.

  •   Allocating funds for leadership development opportunities and resources for all the people of the enterprise.

  •   Developing the richly diverse organization so that board, management team, staff, employees, faculty, administration, and all communications materials reflect the diversity of the community, and we can respond with a resounding yes to the critical question: "When they look at us, can they find themselves?"

  •   Making every leader-every...

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    Verlag
    John Wiley & Sons
    Erscheinungsdatum
    2002
    Sprache
    Englisch
    ISBN 10 
    0787960675
    ISBN 13 
    9780787960674
    Einband
    Taschenbuch
    Auflage
    1
    Anzahl der Seiten
    180
    Kontakt zum Hersteller
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