Profitability, Productivity, and Sustainability: Organizational Behavior and Strategic Alignment

Cover
Half Title
Series Page
Title Page
Copyright Page
Contents
Figures
Tables
1. Introduction
	Introduction
	1.1 Introduction to Leadership as the Framework of Value Creation
		1.1.1 The Leadership Equation on Sustainable Value Creation
		1.1.2 Leadership and the Attraction of a Growing Stream of Added Value
	1.2 The Human DNA and System Elements, Ergonomics, and OrgDNA
		1.2.1 A Brief Description of the Structure of DNA in Humans
			DNA Base Pairs
			DNA Replication and Mutation
				Replication
					Process of Transcription
					Process of Translation
			Mutation
		1.2.2 The Logic and Relevance of Human DNA and Its System Elements to OrgDNA and Ergonomics
			Relevance of Human DNA and Its System Elements to OrgDNA
			Relevance of Human DNA and Its System Elements to Ergonomics
	1.3 Leadership Roles in Today's Business Thinking and the Essence of Its OrgDNA
		1.3.1 Attracting a Continually Growing Stream of Added Values: The Stakes
			Clues to the Surrounding Environment
			The Leadership Equation in Value Creation
		1.3.2 The Dilemma of Adding New Frontiers of Value Creation Outside the Existing Model
			Business Model and Sustainability
			Business Model and Organizational Theory
				Business Model as a Subject of Innovation
				Organizational Theory: Visionary vs. Managerial Leadership
	Conclusion
	Notes
	Works Cited
2. OrgDNA, System Elements, and the Logic of Effective Strategic Alignment: Sustainability Perspective
	Introduction
	2.1 An Overview of the Crux of the Issue: Where We Stand Today
		2.1.1 Beyond the Traditional Concepts of Business Thinking
			Antecedents to the Crux of the Issue
				Leadership Theories Relevant to Organizational Alignments
					Visionary, Managerial, and Strategic Leadership
					Servant Leadership versus Transformational Leadership
					Leadership and the Mindset and Culture of Tackling Change Strategy
				Materials Science and Engineering (MSE)
				Product, Process/Service and the Customer-Centric Approach
			An Analytical Review of Robert Kiyosaki's "Cash Flow Quadrant"
				The Left- and Right-Hand Sides of the Quadrant
					The Left-Hand Side of the Quadrant
					The Right Hand Side of the Quadrant
				The Core Values: Security or Freedom?
			Hypotheses of the Inner and the Outer Worlds of Value Creation
				The Missing Links between the Inner and Outer Worlds of Value Creation
				The Outer Game (The Tools)
				The Inner World (The Toolbox)
				Frequently Misunderstood Aspects of the Intangibles of Value Creation
		2.1.2 Leadership, and Strategic and Adaptive Influencing: The Dynamics
			Leadership and the Dynamics of Influencing
			Power Bases and Review of Mintzberg's Job of the Manager
				Formal Authority
				Interpersonal Roles
				Informational Roles
				Decisional Roles
			Strategic and Adaptive Influencing in Leadership: Perspectives and Issues
	2.2 The Compatibility of OrgDNA and High Performance
		2.2.1 Overview
			High Performance and the Science of Complexity
			DNA Testing and Organizational Dysfunctions
		2.2.2 Dynamics of High Performance: A Broad-Based Perspective
			Finding and Working with the Right People
			Leadership as a Scarce Resource
				High-Performance Teams of Leaders Drive Urgency and Direction
				Stocking the Pipeline with Future Leaders
				How Middle Managers Embrace and Translate Strategy
				Digital-Era Leadership and the Social Media
			Change Management
			Organizational Design/Structure
			Culture and Employee Engagement
				Culture
				Employee Engagement
	2.3 OrgDNA Common Bases and Their Intangibles
		2.3.1 Common Bases of OrgDNA: The Tangibles
			OrgDNA Profiles (Organizational Personality Types)
				The Healthy and Resilient Organization (HERO)
				Unhealthy or Dysfunctional Organizations
		2.3.2 The Tangibles, Intangibles, and OrgDNA Replication
	2.4 Empowering People and Unlocking Organizations' Potentials: The Precepts
		2.4.1 Proper Alignment of Effective Power Bases
			Leadership Styles and Their Alignment with Effective Power Bases
			Leadership Styles and Their Alignment with Influence Styles
				Assessment of Charismatic, Transformational, and Visionary Leadership
				Personal Power vs. Positional Power
					Role of Networks, Information Flow, and Decision Rights
					Role of Motivators
		2.4.2 Balancing the Hurdles to Execution and the White Space
			Definition and Classification of Problems
			Issues and Perspectives on Problem-Solving Approach
				Issues
				Perspectives
			Translating Thought into Action: The Hurdles to Strategy Execution
				Cognitive Hurdle
				The Resource Hurdle
				The Motivational Hurdle
				The Political Hurdle
			Gaining Support in Strategy Execution: Exercising Power
			Influence Styles and Influence Tactics
				Influence Styles
					Shortgun Approach
					Ingratiator Approach
					Tactician Approach
					Bystander Approach
				Influence Tactics
					The Four Broad Categories of Influence Tactics
					Fitting the Specific Power Segments into their Broad Categories of Influence Tactics
						Logical Appeals: Rational Persuasion
						Emotional Appeals
						Cooperative Appeals
						Just ask!
						Bargaining
						Building coalitions
						Consultation
						Coercive Persuasion - Legitimate Coercive Persuasion
						Coercive Abuse
			The White Space and Strategic Action
				Exploring Opportunities by Formulating Appropriate Business Models
					The Need to Acknowledge the Limitations of their Existing Business Model
					One Company's White Space Maybe Another Company's Core Competence
				New Strategy Execution through "Tipping Point Leadership"
				Core Competences and Their Dimensions
			Mastering Conflict in Strategy Execution
			Characteristics of Dysfunctional and Cohesive Teams
			The Dysfunctional Team
			The Cohesive Team
			Trust
			Conflict and their Characteristics
			Good Conflict and Bad Conflict
			Cold and Hot Conflicts
			The Conflict Sweet Spot
			How to Get To the Conflict Sweet Spot - General Perspective
			Managing Conflict in a Cross-Functional Team - Integrating Strategic User Experience Design into Creating Value
		Tips and Strategies for Managing Conflicts within Your Team
	Understanding Amygdala Hijack and the Fight or Flight Response
		Definition and Functions of the Amygdala
		Preventing Amygdala Hijack
		Coping with Amigdala Hijack
	2.4.3 "I Exist, and Then I Understand, I Understand and Then I Exist"!
		The Psyche of Change Management
		Strategic Foresight and the Business of Shaping the Future
			Futures Studies vs. Foresight
			Vision versus Foresight
			Strategic Foresight vs. Forecasting
			Foresight and Policymaking
			Complexity and Wicked Problems - "BHAGS"
	Conclusion
	Notes
	Works Cited
3. Entrepreneurship, Management, and Their Strategic Organizational Value Creation Imperatives: Profitability Perspective
	Introduction
	3.1 The Entrepreneurial Landscape
		3.1.1 Types and Stages of Entrepreneurial Start-ups
			Types of Entrepreneurial Start-ups
				The Major Categories of Ventures
			Stages of Entrepreneurial Start-Ups
		3.1.2 Understanding Cognitive Biases
			Rationale for Cognitive Biases
			Types of Biases Relevant to Early-Stage Entrepreneurial Ventures
				Group 1 Set of Biases
				Group 2 Set of Biases
				Group 3 Set of Biases: The Sunk-Cost and Sunk-Cost Fallacy
				Group 4 Set of Biases: Halo Biases
	3.2 Mindset, Resilience, and the Culture of Value Creation
		3.2.1 The Mindset of Value Creation
			The Psychology of Money: Your Financial/Money Blueprint
			The Mindset of Decision-Making Power and Persistence
				The Mindset of Decision-Making Power
				The Mindset of Persistence - The Power of Will
		3.2.2 Core Issues in Value Creation and Entrepreneurial Resilience
		3.2.3 Employees' Ownership Mindset and the Scarcity Mentality
			The Scarcity Mentality and Consumer-Centered Mentality
			Facilitating Employees' Ownership Mindset
			The "Entreployee"
	3.3 Entrepreneurial and Managerial Leadership, Market Orientation, and the Drive for Value
		3.3.1 Expanding the Capacity of Entrepreneurial and Managerial Leadership
		3.3.2 Market Orientation and the Entrepreneurial Value Creation Trajectory
			The Entrepreneurial Vision
				The Core Vision
				Peripheral Vision
			Recognizing Opportunities
		3.3.3 Market Segmentation to Business Plan: Tracing Sustainable Profit-Oriented Potentials
			Step 1: Market Segmentation (Business Idea Generation)
				The Role of Feasibility Study in Market Segmentation
				Market Research
			Step 2: The Market Targeting Process
				Stage One of Market Targeting - Evaluating Market Segments
				Stage Two of Target Marketing - Selecting Target Market Segments
			Step 3: Business Model Design and Lean Start-up Approach
				Business Model Design (BMD)
				Business Model Hypotheses: Lean Start-Up Approach (LSA)
			Step 4: Business Plan - Key Attributes
				Business Plan as a Broad-Based Plan that Defines the Company Brand
				Marketing Plan as a Subset of Business Plan that Projects and Positions the Company Brand
				General Remarks On and Business Plan and Their Key Attributes
	3.4 The Science of Entrepreneurship and Strategic Foresight
		3.4.1 Conceptual Thinking Patterns in the Science of Entrepreneurship
			Entrepreneurial Thinking
			Managerial Thinking
			Strategic Thinking
			How the Critical Factors of Entrepreneurial Processes Relate
			Transcending Entrepreneurial Mindset to Strategic Foresight
				Strategic Foresight vs. Strategic Thinking
				Strategic Foresight vs. Traditional Planning
		3.4.2 The Critical Thinking Business Model (The CTB Model): A New Approach
			Loops of the 1st-Generation CTB Model and Strategic Thinking
				Missing Alignments Based on Logical Steps from Start-up Ventures
				Alignments in Business Process and Decision-Making Models
					Regular Sequence of Business Mapping Pattern
					Likelihood of Not Attaining the Desired Level Decision Making Outcome
			The Second-Generation CTB Model
	Conclusion
	Notes
	Works Cited
4. Organizational Dynamics of Global Manufacturing, Innovation, and the New Game of Product Design: Productivity Perspective
	Introduction
	4.1 Legacy of the First Industrial Revolution - Its Aftermath and Critical Caveats
		4.1.1 Defining the Contextual Meaning of Industrial Revolution
		4.1.2 Stages of Industrial Revolutions and Their Key Characteristics
			Agrarian Economy
			Proto-Industrialization
			First Industrial Revolution
			Second Industrial Revolution
			The Welfare State (WS)
			The Third Industrial Revolution
			The Fourth Industrial Revolution
	4.2 Global Manufacturing and Critical Trends in Design Perspectives
		4.2.1 Organizational Dynamics in the Product Design Perspective
			Value Proposition and Landmark Evolutions on Product Design
				Value Proposition
				Landmark Evolutions on Product Design
			Customer Centricity and Its Product Design Alignments
				Model Making and Prototyping
				Importance of Creating Product Design Goals to Give Focus and Drive
				Understanding the Customer-Centric Perspective
				Transcribing Prototyping to Model Making
		4.2.2 Comparative Products Design vs. Architectural Geopolitics
			The Bases of Comparative Product Architecture
				Product-Process Architecture
				Product Design Information
				The Relationship between Modularity and Product Systems Integration
			The Bases of Architectural Geopolitics
			Fundamental Logic of Architectural-Based Comparative Advantage
		4.2.3 The Circular Economy Product Design
			General Orientation
			Design for Reuse/Redistribute
			Design for Repair/Maintain/Prolong
			Design for Remanufacturing/Refurbishing
				Drivers and Barriers
				How to Design for Remanufacturing
			Design for Recycling
		4.2.4 How Materials Science and Engineering Helps in Shaping Business Thinking
	4.3 The Iron Logic of Product/Service Innovation and Their Commercialize Implications
		4.3.1 Concept, Definitions, Purpose, Scope, and Levels of Innovation
			Concepts and Definitions
				Concepts
				Definitions
			Purpose and Scope
			Modes of Innovation
				Ad hoc Innovation
				Sustainability Innovation
				Incremental Innovation
				Recombinative Innovation
				Breakthrough Innovation
				Disruptive Innovation
				Radical Innovation
		4.3.2 Phases of Innovation, Principles, Management, and Systems Integration
			Principles of Innovation
				Understanding Factors that Lead to the Failure of Most Innovation Projects
				Step 1: Understand What Failure Looks Like in Innovation
				Step 2: Understand Why Innovations Fail
					Failure to Align Innovation with the Needs of the Business
					Inability to Get Customer Traction
					Failure to Manage the End-to-End Innovation Process
					Failure to Learn from Innovations that Don't Meet Expected Targets
				Step 3: Lessons to Learn for Future Success
			Innovation Management
				Front-End Activities, Back-End Activities, and Commercialization
				Critical Phases of Innovation/Pillars of Innovation
			Innovation Management and Systems Integration
				The Design Innovation Process
				Business Strategy and Innovation vs. Portfolio Management
	Conclusion
	Notes
	Works Cited
5. Organizing Beyond the Frontiers of Competition and Disruptive Change: Profitability, Productivity, and Sustainability Perspectives
	Introduction
	5.1 Preparing as a Learning Organization for Radical Innovation and Disruptive Change
		5.1.1 Why It Will Become an Increasingly Urgent Priority
		5.1.2 What It Takes to Preparing for Radical Innovation and Disruptive Change
			Creating the Culture of Value Creation
				Competing on Price: The Big Picture
				Competing on Circular Product Design: The Big Picture
				Tapping into the Rationale of Big Data and Predictive Analytics: Why It Matters?
				Leveraging Best Strategies for Robotics Technology and AI
					What is Robotics?
						Getting It Right with Artificial Intelligence (AI)    Technology Scope and Development of Artificial Intelligence
						Artificial Intelligence (AI) As a Unique Technology Wave
				Competing on Customer-Centricity and Customer Success Management
					A Recap of Customer-Centricity
					The Rationale of Customer Success Management
			Nurturing the Culture of Value Creation
	5.2 Competing on Superior Product Appearance and Branding in Consumer Choice
		5.2.1 The Different Roles of Product Appearance in Consumer Choice
			Product Appearance in Aesthetic Product Value
			Product Appearance in Symbolic Product Value
				Linking of Brand Meaning to Elements of the Symbolic Product Value
				Culture - Symbolic Interpretation vs. the Aesthetic Experience
			Product Appearance and Functional Product Value
			Product Appearance and Ergonomic Product Design
			Attention Drawing Ability of Product Appearance: Psychological Eye-Catching Packaging Design
			Product Appearance and Categorization
		5.2.2 Underpinnings of Branding
			A Successful Brand Has Purpose
			Effective Branding Stimulates Emotions
			A Successful Brand Is Agile
			A Successful Brand Is Unique
			A Successful Brand Is Consistent - Cohesiveness Builds Loyalty
			A Successful Brand Tells Stories
				Visual Brand Language
				Intra-Sensory Perception
					Sound
					Smell
					Touch
			A Successful Brand Is Simple
			A Successful Brand Is Excitingly Engaging
	5.3 Competing on a Mix of Product Extension and New Product Development Strategies
		5.3.1 Leverage Lightweight Structural Design Materials
			Rationale for Lightweight Structural Design Materials
			Characteristics of Materials Used in Lightweight Design
		5.3.2 Simultaneity in Cost and Size Reduction, and Superior Performance
	5.4 The Contagious Effects of Profitability, Productivity, and Sustainability
		5.4.1 The Success Chain Reaction
		5.4.2 Addressing Early Signs of Alignment Failure
		5.4.3 General Remarks
	Chapter Conclusion
	Notes
	Works Cited
6. Conclusions and Suggestions
	Introduction
	6.1 Conclusions
		6.1.1 General Conclusions
		6.1.2 Specific Conclusions
			Two Kinds of Leadership Problems That Constrain Value Creation
			The Manager's Role and a Company's Genetic Material
	6.2 Suggestions
	Conclusion
	Works Cited
List of Abbreviations
Index