000 03980nam a2200469 i 4500
001 EBC5043473
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006 m o d |
007 cr cnu||||||||
008 201110s2017 nyu o 001 0 eng d
020 _z9781631575037
020 _a9781631575044 (e-book)
035 _a(MiAaPQ)EBC5043473
035 _a(Au-PeEL)EBL5043473
035 _a(CaPaEBR)ebr11441397
035 _a(OCoLC)1005081499
040 _aMiAaPQ
_beng
_erda
_epn
_cMiAaPQ
_dMiAaPQ
050 4 _aHD58.8
_b.B355 2017
082 0 _a658.4092
_223
100 1 _aBallard, J. W.,
_eauthor.
245 1 0 _aMastering leadership alignment :
_blinking value creation to cash flow /
_cJ. W. Ballard, Andrew Bargerstock.
264 1 _aNew York, New York :
_bBusiness Expert Press,
_c2017.
300 _a1 online resource (275 pages).
336 _atext
_btxt
_2rdacontent
337 _acomputer
_bc
_2rdamedia
338 _aonline resource
_bcr
_2rdacarrier
490 1 _aSupply and operations management collection
500 _aIncludes index.
505 0 _a1. 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.
520 _aShows 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.
588 _aDescription based on print version record.
590 _aElectronic reproduction. Ann Arbor, MI : ProQuest, 2018. Available via World Wide Web. Access may be limited to ProQuest affiliated libraries.
650 0 _aOrganizational change.
650 0 _aIndustrial management.
655 4 _aElectronic books.
700 1 _aBargerstock, Andrew S.
_q(Andrew Stephen),
_eauthor.
776 0 8 _iPrint version:
_aBallard, J. W.
_tMastering leadership alignment : linking value creation to cash flow.
_dNew York, New York : Business Expert Press, 2017
_h275 pages
_kSupply and operations management collection.
_z9781631575037
797 2 _aProQuest (Firm)
830 0 _aSupply and operations management collection.
856 4 0 _uhttps://ebookcentral.proquest.com/lib/bacm-ebooks/detail.action?docID=5043473
_zClick to View
999 _c296192
_d296192