The Attacker's Advantage: Turning Uncertainty into Breakthrough Opportunities
Charan, Ram
The Attacker's Advantage: Turning Uncertainty into Breakthrough Opportunities - New York Public Affairs 2015 - 228p
pt. I THE FUNDAMENTAL LEADERSHIP CHALLENGE OF OUR TIME
1.Bends in the Road
2.Why Structural Uncertainty Is Different
3.The Mathematical Corporation: The Algorithmic Revolution and the Rise of the Math House
4.Searching for Early Warning Signals
pt. II BUILDING PERCEPTUAL ACUITY
5.Identifying the Catalysts of Structural Change
6.Seeing What Catalysts See
7.Tools to Build Perceptual Acuity
8.How Tata Communications Expands the Organization's Lens
pt. III GOING ON THE OFFENSE
9.Defining the Path
10.A Mind-set for Offense
11.Kaiser Permanente's Path Through the Turmoil in Health Care
pt. IV MAKING THE ORGANIZATION AGILE
12.The Joint Practice Session: Transparency and Coordination
13.How Keurig Green Mountain Adopted the Joint Practice Session
14.The What, Who, and How of Decision Making: Zeroing in on the Organization's Critical Decision Nodes
15.Steering on Two Tracks
Contents note continued: 16.Merck's Quick Organizational Turn to Offense.
9781610395687
Uncertainty - Strategic Planning - Organizational Change
Industrial Management
658.4012 / CHA
The Attacker's Advantage: Turning Uncertainty into Breakthrough Opportunities - New York Public Affairs 2015 - 228p
pt. I THE FUNDAMENTAL LEADERSHIP CHALLENGE OF OUR TIME
1.Bends in the Road
2.Why Structural Uncertainty Is Different
3.The Mathematical Corporation: The Algorithmic Revolution and the Rise of the Math House
4.Searching for Early Warning Signals
pt. II BUILDING PERCEPTUAL ACUITY
5.Identifying the Catalysts of Structural Change
6.Seeing What Catalysts See
7.Tools to Build Perceptual Acuity
8.How Tata Communications Expands the Organization's Lens
pt. III GOING ON THE OFFENSE
9.Defining the Path
10.A Mind-set for Offense
11.Kaiser Permanente's Path Through the Turmoil in Health Care
pt. IV MAKING THE ORGANIZATION AGILE
12.The Joint Practice Session: Transparency and Coordination
13.How Keurig Green Mountain Adopted the Joint Practice Session
14.The What, Who, and How of Decision Making: Zeroing in on the Organization's Critical Decision Nodes
15.Steering on Two Tracks
Contents note continued: 16.Merck's Quick Organizational Turn to Offense.
9781610395687
Uncertainty - Strategic Planning - Organizational Change
Industrial Management
658.4012 / CHA