Description
Unlock transformative potential with 'The Three Laws of Performance,' a revolutionary guide for leaders seeking to engage their workforce and implement lasting change across their organization. This brand-new edition, published by John Wiley & Sons Inc in 2011, offers a systematic approach to overcoming workplace challenges that often hinder progress. Filled with practical insights, the authors emphasize that instead of merely targeting individual performances, organizations should concentrate on adjusting the underlying systems. By doing so, it becomes attainable to achieve comprehensive transformation that is permanent and repeatable.
Drawing on real-world experiences from renowned companies like Northrup Grumman, BHP-Billiton, and Reebok, this 256-page book illustrates effective strategies for creating a new vision that resonates with all employees. With its engaging examples from Harvard Business School and others, 'The Three Laws of Performance' is the essential resource for managers committed to organizational excellence.
Explore how to initiate and sustain significant transformations in your organization, foster employee buy-in, and create a culture that embraces continuous improvement. Don't miss out on this proven system for achieving strategic alignment and operational success.
Note: Shipping for this item is free. Please allow up to 6 weeks for delivery. Once your order is placed, it cannot be cancelled. Condition: BRAND NEW. ISBN: 9781118043127.
Note: Shipping for this item is free. Please allow up to 6 weeks for delivery. Once your order is placed, it cannot be cancelled.
Condition: BRAND NEW
ISBN: 9781118043127
Year: 2011
Publisher: John Wiley & Sons Inc (US)
Pages: 256
Description:
A proven system for rallying all of an organizations' employees
around a new vision and ideas for making the vision stick
When something at work isn't going smoothly, managers struggle
with what part of the problem to tackle first. Do they start with
cost reduction? Or should they go for process improvements first?
The authors?who have helped hundreds of companies and
individuals change and improve?say spend time and money
adjusting the systems in which people operate, rather than
targeting people and their performance directly. The authors show
that it's in fact possible to change everything at once?with
a focus on making such transformations permanent and
repeatable.
Brand-new Introduction written for the paperback edition
Filled with illustrative examples from Northrup Grumman,
BHP-Billiton, Reebok, Harvard Business School, and many others
Two experts in the field show how to make major transformations
happen
The book outlines a process for engaging all employees to buy-in
to an improved vision of an organization's new and improved
future.
Drawing on real-world experiences from renowned companies like Northrup Grumman, BHP-Billiton, and Reebok, this 256-page book illustrates effective strategies for creating a new vision that resonates with all employees. With its engaging examples from Harvard Business School and others, 'The Three Laws of Performance' is the essential resource for managers committed to organizational excellence.
Explore how to initiate and sustain significant transformations in your organization, foster employee buy-in, and create a culture that embraces continuous improvement. Don't miss out on this proven system for achieving strategic alignment and operational success.
Note: Shipping for this item is free. Please allow up to 6 weeks for delivery. Once your order is placed, it cannot be cancelled. Condition: BRAND NEW. ISBN: 9781118043127.
Note: Shipping for this item is free. Please allow up to 6 weeks for delivery. Once your order is placed, it cannot be cancelled.
Condition: BRAND NEW
ISBN: 9781118043127
Year: 2011
Publisher: John Wiley & Sons Inc (US)
Pages: 256
Description:
A proven system for rallying all of an organizations' employees
around a new vision and ideas for making the vision stick
When something at work isn't going smoothly, managers struggle
with what part of the problem to tackle first. Do they start with
cost reduction? Or should they go for process improvements first?
The authors?who have helped hundreds of companies and
individuals change and improve?say spend time and money
adjusting the systems in which people operate, rather than
targeting people and their performance directly. The authors show
that it's in fact possible to change everything at once?with
a focus on making such transformations permanent and
repeatable.
Brand-new Introduction written for the paperback edition
Filled with illustrative examples from Northrup Grumman,
BHP-Billiton, Reebok, Harvard Business School, and many others
Two experts in the field show how to make major transformations
happen
The book outlines a process for engaging all employees to buy-in
to an improved vision of an organization's new and improved
future.