Recent Leading Change Business White Papers, Webcasts and Case Studies - BNET.com

Recent Leading Change Business White Papers, Webcasts and Case Studies | BNET
Recent Leading Change Business White Papers, Webcasts and Case Studies | BNET

Healthcare 2015 and Care Delivery: Delivery models refined, competencies defined
As healthcare systems evolve, providers face external factors that affect how they serve their citizens and patients. Growing resource constraints make it difficult to get responsible citizens to develop and follow new models for promoting health and delivering care. Read this white paper to learn how care delivery may evolve and how providers can collaborate to transform healthcare.
How To Win At Leading Change
What happens when you want to introduce change in your business? Let's look at a typical example. In many companies, a big change is discussed in meetings and memos for weeks or months by the top team. They eventually reach a decision, prepare a presentation and call all the staff to a big meeting. Well, the change is announced, with an impressive array of PowerPoint slides, and the employees are encouraged to go away and 'be more productive', or 'sell more products' or 'implement the new marketing strategy' or whatever.
Success Insurance For Leaders
"If it ain't broke, don't fix it" - a familiar expression often heard in many organizations. But there's no need to wait for something to break down before attending to it. Total Quality Management, Kaizen, Continuous Improvement, Six Sigma, Process Re-engineering and other similar processes attest to that. If observant, we can usually see the indicators pointing to an inevitable problem. For successful and established executives though, it is not so easy to think about, much less change, their approach and style of leadership. No matter what their record of success may be, all executives need to build the capacity to continuously renew themselves, just as they would their organizations, if they want to have sustainable success. This paper explains four steps that will insure this end.
Grow Your Own - The Way To Get The Best Leaders
The fact that the Baby Boomers have begun to retire and will soon do so in record numbers has alerted the business world to the growing urgency to find or develop the next generation of leaders. In 2005 and 2006, the Hay Group conducted surveys of over five hundred companies to: identify which companies are in the best position vis-à-vis their leadership and learn what those companies are doing that sets them apart from the rest. The top 20 companies (of 564 worldwide) were those that identified themselves, and were identified by others, as having the right kind and the right number of leaders. What these top 20 companies are doing that sets their leadership apart is the subject of this paper.
Collaborate and communicate with customers and colleagues in real time
To keep your business moving forward, keep everyone on the same page. Start with the IBM Interactive Collaboration eKit. You'll learn how to help teams create, share and edit documents in real time, with real savings in time and money -- and to communicate with each other more effectively, improving productivity. The eKit is a set of materials that look at collaboration from different angles and outline various approaches to tackle challenges. Seven whitepapers cover topics ranging from simplifying business communications to tapping the collaboration intelligence of your business network. Learn how to collaborate better now. Get your eKit today!
Larry Bossidy: The Execution-Oriented Company
Larry Bossidy, author of Execution: The Discipline of Getting Things Done and former chairman of Honeywell Corporation, discusses execution-oriented businesses and his belief that business success -- the shrewd instinctual feel for making money -- relies on two primary abilities. One is to perceive reality correctly. The second is to execute a plan based on that reality.
Managers Can - and Should - Learn How to Manage
Claus Moller is the founder and chairman of TMI, Time Manager International A/S. He is an internationally acclaimed keynote speaker, author and an experienced management consultant. Management is about setting goals, solving problems on the way towards the goals and creating a common language that enables everybody to understand where we are going and how to get there - together. This case study explains four principles or processes that all organisations, large and small, in all businesses, in all cultures, in the private as well as the public sector, need to have in place in order to manage the daily operation, adapt to the changing demands of the world around them, and to create their own future.
Leadership as a Contact Sport: You Can't Develop in a Closet
Leadership is not just for leaders. Sustaining peak performance requires a firm-wide commitment to developing leaders, and the approach must be tightly aligned with objectives. Those companies that excel at developing leaders tend to achieve higher long-term profitability. In their search for best practices in leadership development, the researchers reviewed leadership development programs in eight corporations. Although all eight companies has the same basic goals - to determine the desired behaviors for their leaders and to help leaders increase their effectiveness by better aligning actual practices with these desired behaviors - they used different methods.
Should You Keep a Dog and Bark Yourself?
Xerox, like most companies, promoted their best salespeople into sales management roles that they were ill prepared to handle. And, quite naturally, there was nothing more tempting for these awkward recruits than to slip back into selling. They spent so much time with their established customers that they had little left over for coaching their people. Worse, when they did go out on sales calls they took over the selling and created great resentment from their better salespeople. No wonder, when HSM carried out research into effective sales management in Xerox, they found that high-performing managers kept out of face-to-face selling. The simple truth was that winners taught their people to do the barking.
Five Questions to Richard Whiteley
President of the Whiteley Group, Richard Whiteley was co-founder of the Forum Corporation, a firm dedicated to training and consultancy. It has 700 employees, and that has maintained an average annual rate of return for shareholders of 36% during the last 29 years. He has advised businesses such as 3M, General Electric, Microsoft, Fidelity Investments, Mercedes-Benz, Marriott, American Express, and Delta Airlines. He is also the author of the books, Customer Centred Growth, Love the Work You're With, and The Corporate Shaman. Read this case study for qustions posed to Whiteley on his two specialist subjects: Motivation and customer service.
Five Questions to Joseph Stiglitz
Winner of the Nobel Prize for Economics in 2001 for his analysis of markets with asymmetric information, Joseph Stiglitz wrote Globalization and its Discontents, which has been translated into 35 languages and sold more than 1 million copies. Read this case study for 5 questions posed to Stiglitz on global competition and credit access for small and medium sized businesses, governmental hurdles, climate change, and a new distribution of power.
The Decalogue of Passion
Jeanne Bliss, founder of CustomerBLISS and author of Chief Customer Officer: Getting Past Lip Service to Passionate Action says hard work must be done to show customers you respect them, and that, "It's the unusual organization that's set up to let people think and act collectively on behalf of customers." An expert with ample experience in the area of customer service in businesses such as Land's End, Microsoft and Mazda Motor of America, Bliss believes that most businesses are stuck in a culture of silos, offering the customer little alternative to jumping, crashing, and banging from one department to another. The customer becomes a grand guinea pig receiving "Little respect and less love" - two conditions which, according to Bliss, are basic in guaranteeing firstly satisfaction and then loyalty. However, by addressing the 10 universally challenging experiences discussed in this paper, "you'll be well on his or her way to earning customer respect and maybe (someday) love."
Five Questions for Michael Eisner
During Michael Eisner's reign as CEO of Disney between 1984 and 2005, the company's annual income grew from $1.7billion to $30billion, helping establish Eisner as one of the most important figures in American business. He presided over box office hits including The Little Mermaid, Beauty and the Beast, The Lion King, Sixth Sense and Pirates of the Caribbean, among many others, as well as the opening of Disneyland theme parks in Paris and Hong Kong, and DisneySea in Tokyo. Before taking the helm at Disney, Eisner worked for ABC and was President of Paramount Pictures. Here he talks about some of the lessons he has learned during his long and successful career.
Management and Leadership Skills for New Managers
View Available Dates and Locations This management training course focuses on the interpersonal and management skills you need to be an effective manager. It's an ideal primer for new managers and a helpful refresher for those who have long been in a management role. Discover the difference between leadership and management and what you can do to become a better leader. Understand your role in team communication and what you can do to ensure fewer misunderstandings. Use the Myers-Briggs Personality Indicator and understand how to effectively communicate, deal with conflict and difficult people, and motivate and create a positive team atmosphere. In this class, you'll learn how to build, motivate, and maintain an effective, high-performing team. Make the most of your employees' skills and abilities by delegating appropriately and avoiding micromanaging. Learn how to link feedback, coaching, performance management, and progressive discipline to ensure top performance and to deal effectively with underperformers. Also, learn how to manage time, set priorities for you and your team, and negotiate those priorities with your boss. Finally, you will develop a stress management plan for you and your team. To receive course credit, students are expected to attend at least 90% of class time, participate in class exercises and section-knowledge checks, and score at least 70% on an end-of-class, multiple-choice assessment.What You'll Learn: Apply different leadership styles to lead effectively Avoid micromanaging-the number one mistake of new managers Improve dysfunctional teams Practice communication skills Conduct performance reviews, negotiate coaching plans, and provide ongoing feedback Negotiate and set priorities Plan and run effective team meetings Delegate to new and experienced employees Develop a stress management plan for you and your team Dates and LocationsNovember 24 - November 27: Toronto, ONDecember 2 - December 5: Raleigh, NCDecember 2 - December 5: San Francisco, CADecember 9 - December 12: Dallas, TXDecember 16 - December 19: Chicago (Schaumburg), ILDecember 16 - December 19: Washington, DCJanuary 20 - January 23: Houston, TXJanuary 26 - January 29: Toronto, ONFebruary 3 - February 6: Atlanta, GAFebruary 10 - February 13: New York, NYFebruary 16 - February 19: Washington, DCFebruary 23 - February 26: San Jose, CAFebruary 24 - February 27: Calgary, ABMarch 2 - March 5: Chicago (Schaumburg), ILMarch 10 - March 13: Morristown, NJMarch 16 - March 19: Dallas, TXMarch 17 - March 20: Ottawa, ONMarch 24 - March 27: Orlando, FLMarch 30 - April 2: Toronto, ONMarch 31 - April 3: Raleigh, NCApril 7 - April 10: Dulles, VAApril 21 - April 24: Boston, MAApril 21 - April 24: San Francisco, CAApril 28 - May 1: Los Angeles, CAApril 28 - May 1: New York, NYApril 28 - May 1: Vancouver, BCMay 5 - May 8: Chicago (Schaumburg), ILMay 5 - May 8: Washington, DCMay 12 - May 15: Montreal, QCMay 12 - May 15: Philadelphia, PAMay 19 - May 22: Atlanta, GAMay 25 - May 28: Toronto, ONJune 9 - June 12: Dallas, TXJune 16 - June 19: San Jose, CAJune 23 - June 26: Irvine, CAJune 23 - June 26: Ottawa, ON
The Agile CFO: Enabling the innovation path to growth
Agile CFOs are realizing that they hold a unique and critical position in enabling innovation that matters. CFOs should expand their roles from an historically oriented stance to a proactive participant in driving innovation, change and growth. CFOs who do stand to drive their companies into leadership positions. This paper proposes several actions finance executives can take to become agile CFOs.

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