مشخصات کتاب

Change to Strange: Create a Great Organization by Building a Strange Workforce

ویرایش: 1 
نویسندگان: Daniel M. Cable  
سری:  
ISBN (شابک) : 0131572229, 9780131572225 
ناشر:  
سال نشر: 2007 
تعداد صفحات: 212 
زبان: English 
فرمت فایل : PDF (درصورت درخواست کاربر به PDF، EPUB یا AZW3 تبدیل می شود) 
حجم فایل: 2 مگابایت 

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توضیحاتی درمورد کتاب به خارجی

“It’s not just a war for talent out there, it’s a war for the right talent. Cable sheds light on how managers can identify and attract the right people to turn strategy into reality.” —Susan Ashford, Associate Dean for Leadership Programming and the Executive MBA Program, University of Michigan   “Change to Strange takes the mystery out of the gap between strategy and strategy execution. Daniel underscores that success is dependent on the quality of your workforce, specific targets, and disciplined measurement. The book provides a useful process and a set of questions that your leadership team needs to address to create a great organization that stands above competitors.” —Stan Kelly, Senior Vice President, Wachovia Corporation   “In an era of over-emphasis on best practices and benchmarking, it is so refreshing to see a blueprint for how an organization can invest in its people to truly drive competitive advantage and create uncommon value for its customers and owners. Daniel Cable’s insightful, practical, and rigorous ‘strange workforce value chain’ will help your organization build a workforce with distinctive and compelling capabilities that better serve your customers and beat the competition.” —Christian M. Ellis, Senior Vice President, Sibson Consulting, A Division of Segal   “Change to Strange helps you ask the right questions about what will differentiate you in the marketplace and the strange (distinctive, extraordinary) steps you must take to make it happen. Be strange; get Change to Strange and have fun cooking up the special sauce your customers will love and your competition will find tough to imitate.” —Ben Schneider, Senior Research Fellow, VALTERA; Professor Emeritus, University of Maryland; and author of Winning the Service Game.   “Cable’s model is highly thought-provoking. The book is full of great ideas for standing out from the competition and getting your workforce fully engaged!” —Sara Rynes, Editor, Academy of Management Journal; Murray Professor of Management, University of Iowa   “What a great read! I found plenty of great ideas and examples in this book that I can use at VIF, and now my executive team is reading it.” —David B. Young, Chief Executive Officer, Visiting International Faculty Program   “Change to Strange...a fascinating and thought-provoking approach to extracting value from your human value chain. A must read for leaders engaged in reinvigorating enterprises in highly competitive markets.” —Sean Crane, Senior Vice President of Operations, The Fresh Market   “You can’t be great if you just do what everybody else does. Dan Cable sheds light on how companies can get extraordinary business results by creating a workforce that consistently ‘wow’ their customers.” —Sven-?ke Damgaard, Vice President Human Resources, Sony Ericsson Mobile Communications   “At SAS we have our own definition of ‘strange,’ and it has yielded more than three decades of continual growth. What’s your definition? Use Cable’s book to figure it out. Then be prepared to be extraordinary!” —Jeff Chambers, Vice President Human Resources, SAS   “One word about this book: Terrific. It’s time for companies to stop saying people are their competitive advantage when they don’t know what it means. Cable’s book is essential reading if you want to do more than hope that your people are your competitive advantage.” —Michael Sayeau, Former Executive Vice President, Nabisco   “If you want your organization to attain and sustain a competitive advantage, Change to Strange is a must read. This is the book to help you develop a winning workforce that will impress your customers and overwhelm your competitors.” —Vice Admiral Gerald Hoewing, Retired Chief of Naval Personnel, U.S. Navy   “Dan Cable hits the nail on the head with regard to several critical issues facing today’s business leaders. Change to Strange will help you select the right things to measure, which will determine the culture and ultimate success of your organization.” —Jim Parker, Former CEO of Southwest Airlines   "Change to Strange is an imperative for those companies that want to grow and create lasting value in their industries. Companies that have the guts to embrace a Strange workforce are the companies that will have the power to lead and generate sustainable differentiation and innovation in their businesses." --Tim Kelly, President/Consumer Division, Sprint Nextel   To achieve sustained competitive advantage, you must create and deliver something that’s valuable, rare, and hard to imitate—and you can’t do that with a run-of-the-mill workforce. Your workforce needs to be strikingly different, obsessively focused on delivering on your unique value proposition. Compared with everyone else’s workforce, your people need to be downright strange!     This book is about everything it takes to build a workforce that’s strange and extraordinary enough to execute your most powerful strategies and your unique value proposition. It’s about understanding exactly how your workforce needs to be different...creating an end-to-end Strange Workforce Value Chain...implementing workforce systems that support your unique goals...establishing detailed metrics based on what makes you unique...using those metrics to drive clarity throughout your entire organization, and steer it toward success.     If you’re tasked with executing strategy through people, and “balanced scorecards” and “strategy maps” just haven’t been enough, take your next and greatest leap forward: make the Change to Strange.   ·         Why “normal” workforces just won’t cut it anymore             Everyone says their people make the difference. Most everyone’s wrong. ·         Create your strange workforce in four steps             Imagine, pinpoint your gaps, prioritize, and act. ·         What your customers must notice for you to win             Link your real performance drivers to specific workforce deliverables. ·         Rearchitect your workforce to break from the pack             Organize to get strategic results from the right people. ·         Leverage the magic of measurement             Implement metrics that work—and keep them working.   Create a workforce that’s obsessed about delivering your company’s unique value proposition: one that’s so willing and able to execute, it’s downright strange!   Why you need a “strange” workforce, and how to build one: practical techniques and real-world case studies   An end-to-end framework for architecting people and business systems that help you break from the pack   Way beyond benchmarking: implementing workforce metrics that are unique to your company and strategies   Preface xix   Chapter 1: Be Strange. Be Very Strange. 1 Chapter 2: Shine a Flashlight into the Black Box That Exists Between Your Workforce and Beating Your Competition 17 Chapter 3: Organizational Outcomes: How Do I Know I Am Winning in the Way I Want to Win? 31 Chapter 4: Performance Drivers: What Must Customers Notice About Us So That We Win? 53 Chapter 5: Strange ...

فهرست مطالب

Contents......Page 10
Preface......Page 20
1 Be Strange. Be Very Strange.......Page 24
Strange Mechanics......Page 25
People as Competitive Advantage......Page 27
How Can a Workforce Give an Organization a Competitive Advantage?......Page 28
Where Will I Get My Strange Workforce?......Page 31
When Strange Turns Normal......Page 32
Winning Through Measurement......Page 33
Goals of This Book......Page 36
I’m Not a CEO. Should I Stop Reading Now?......Page 38
2 Shine a Flashlight into the Black Box That Exists Between Your Workforce and Beating Your Competition......Page 40
Get on with It. Introduce the Strange Workforce Value Chain Already!......Page 45
Fortunately, This Stuff Is Hard to Do......Page 50
3 Organizational Outcomes: How Do I Know I Am Winning in the Way I Want to Win?......Page 54
Don’t Confuse Means with Ends......Page 55
Sticky Situation......Page 56
Have a Good Fight......Page 59
Question Set 1: The Customer and the Marketplace......Page 61
Question Set 2: Competitor Awareness......Page 63
Question Set 3: The Change to Strange......Page 66
Dumb and Dumber......Page 67
Question 4: Winning Your Way......Page 71
4 Performance Drivers: What Must Customers Notice About Us So That We Win?......Page 76
Games People Play......Page 77
Question 1: Producing the Result......Page 81
Question Set 2: Customer Beliefs......Page 84
Back to School......Page 85
Question Set 3: Deciding Which Game to Play......Page 87
Tears and Fears......Page 89
Linking It All Together......Page 91
Where Do We Go from Here?......Page 93
5 Strange Workforce Deliverables: What Our Workforce Does to Make Customers Notice and Love Us......Page 94
Play Your Own Game......Page 96
But That’s Just Baseball, Right?......Page 98
Hot Dog!......Page 99
Building Strange Means “Good” People Will Quit......Page 100
Workforce-Wide Strange Deliverables......Page 103
Question Set 1: Distinctiveness......Page 105
Question Set 2: Strange Changes......Page 106
Question Set 3: Measurement and Metrics......Page 108
Possible Hope for Winning Through Generic Workforce Characteristics......Page 110
The Catch......Page 111
6 Job-Specific Strangeness: Different Deliverables from Different Jobs......Page 112
Let Me Guess…......Page 113
Question Set 1: Job Leverage......Page 115
Question Set 2: Outsource It?......Page 118
Question Set 4: Measurement and Metrics......Page 120
Getting Better......Page 123
Deposit This......Page 125
Fine Lines and Grounded Strategy......Page 127
Fine Lines and Grounded Strategy at Home Depot......Page 128
Summary......Page 129
7 Strange Workforce Architecture: What Systems Will Produce the Deliverables I Need From My Workforce?......Page 130
What’s Up with the Word “Architecture?”......Page 132
Workforce Architecture Does Not Always Mean “Formal HR Processes”......Page 133
Welding a World-Class Workforce......Page 135
Strange Architecture→Strange Workforce→Extraordinary Results......Page 139
Don’t Be So Darn Attractive to Everyone......Page 140
“But We Already Have People Systems in Place”…and Other Fine Whines......Page 142
Institutionalizing Entrepreneurship Through Strange Workforce Architecture......Page 144
8 Strange Workforce Architecture: Breaking Out From the Pack......Page 148
Create a Caricature of Your Workforce Architecture......Page 150
Make Your Architecture Conform to the Strange Elements......Page 152
Hire the Best and the Strangest......Page 155
Strange Foods......Page 159
9 Strange Workforce Architecture: Taking the Next Step......Page 166
Do I Need a Different Workforce Architecture for Different Jobs?......Page 168
Reason #1: Specific Deliverables of Jobs May Require a Different Workforce Architecture......Page 169
Reason #2: Return on Investment May Require Different Architecture......Page 170
Reason #3: Structure of Jobs May Require Different Architecture......Page 172
Build in Measurement......Page 173
Just Do It (and Then Just Measure It)......Page 174
10 The Magic of Metrics: Creating and Implementing Measurement Systems......Page 178
Are Performance Metrics a Fad?......Page 180
Metrics Koan......Page 181
Clean Competition......Page 184
Who’s Afraid of Measurement Error?......Page 190
Antagonistic Concepts: Get the Balance Right......Page 193
Summary......Page 194
Conclusion......Page 196
B......Page 198
D......Page 199
I......Page 200
M......Page 201
O......Page 202
Q–R......Page 203
S......Page 204
W–Z......Page 206

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