The success formula

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Praise for The Success Formula “Andrew Kakabadse’s book offers unique insights and practical suggestions. Success, particularly in turbulent and unpredictable environments, is driven by value and decisions anchored to value. A recent parliamentary commission on future of management identified people, purpose, and potential as drivers of success. This book offers practical suggestions in all three areas.” Professor Abby Ghobadian, Head of School of Leadership, Organisations and Behaviour, Henley Business School “In front of the ‘hard’ leaders are the smart leaders. A world filled with smart leaders.” Yvon Pesqueux, Professor, Conservatoire National des Arts et Métiers, Paris, France “Understanding what makes a successful organisation is vital in today’s fast changing environment – The Success Formula explores the relationship between, values, evidence, strategy and engagement.” Lesley King-Lewis, CEO, Windsor Leadership “Finally we have a book which recognizes that organizations cannot achieve genuine sustainability unless social value is given equal weighting to shareholder, other stakeholder and financial value. If there is a strong values base, diversity of thinking and effective governance, organizations can build long-lasting success.” Simon Osborne FCIS, Chief Executive ICSA “This book contains a multitude of insights concerning success that Andrew has derived from interviews with senior managers from over a 100 organizations in 14 countries. It provides much useful advice as to how to recognize successful organizations and how to determine what is required to make success a reality.” Dr Chris Pierce, CEO, Global Governance Services Ltd., London “Kakabadse’s extensive global research shows how few top companies have a proper engagement with their stakeholders and his evidence reveals the great and sustainable success arise from so doing. A must read for the C suite and the Board.” John Board, Dean of Henley Business School “Once again, Dr Kakabadse’s in depth research draws out governance and dynamic governance insights, helping us to drive value in our companies.” Yasmin Allen BCom, FAICD and Company Director, IAG, Cochlear and Santos Ltd “The evidence-based account, and unparalleled access, of Professor Kakabadse cuts like a knife to the very heart of this complex and frequently misunderstood subject. This book is a must read for anybody attempting to come to terms with organizational success - or failure.” Dr Ian Richardson, Director of Executive Education, Stockholm Business School, Stockholm University “I read The Success Formula with great interest, and recommend it to any business manager who seeks to ensure the health and continuity of the enterprise he/she leads. Andrew Kakabadse’s guidelines in this book strike me as convincing and eminently practical.” André van Heemstra, Former member of the board of Unilever “This book is about leadership, about sustaining vision and values to deliver consistent quality, about the humility to respect the team and the intellectual rigor to challenge its certainties. This is a manual on how values generate value.” Dr. Ilia Roubanis, Athens “The Success Formula is a refreshing read for those leaders committed to employee engagement and transformational results. It underlines the role of the leader in building alignment and delivering results based on trust, authenticity and a clear Organisational purpose.” John Pollaers, Chairman of the Australian Advanced Manufacturing Council and Former CEO of Fosters Group and Pacific Brands “There a few books which combine such outstanding academic knowledge and real world experience on leadership as this one. Government and business leaders in Europe should use it when preparing for the challenge to bring back economic growth and social progress.” Dr Stefan Schepers, Secretary General of the independent tripartite High Level Group on Innovation Policy Management (2012–2014) “Andrew and David have produced seriously worthwhile insights and a global perspective on success. They focus on reality coupled with sound delivery processes as a basis for successful decisions and that’s just the beginning!” Peter Jollie, Director, Reliance Rail “Kakabadse has produced yet another outstanding work, cutting through the complexity of leadership to the heart of the issue to provide an accessible and actionable formula for success.” Robert Galavan, Professor of Strategic Management, National University of Ireland Maynooth The Success Formula The Success Formula How smart leaders deliver outstanding value Andrew Kakabadse Bloomsbury Information An imprint of Bloomsbury Publishing Plc LON DON • N E W DE L H I • N E W YOR K • SY DN EY Bloomsbury Information An imprint of Bloomsbury Publishing Plc 50 Bedford Square 1385 Broadway London New York WC1B 3DP NY 10018 UK USA www.bloomsbury.com BLOOMSBURY and the Diana logo are trademarks of Bloomsbury Publishing Plc First published 2015 © Andrew Kakabadse, 2015 Andrew Kakabadse has asserted his right under the Copyright, Designs and Patents Act, 1988, to be identified as Author of this work. All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or any information storage or retrieval system, without prior permission in writing from the publishers. No responsibility for loss caused to any individual or organization acting on or refraining from action as a result of the material in this publication can be accepted by Bloomsbury or the author. British Library Cataloguing-in-Publication Data A catalogue record for this book is available from the British Library. ISBN: HB: 978-1-4729-1684-6 ePDF: 978-1-4729-1686-0 ePub: 978-1-4729-1685-3 Library of Congress Cataloging-in-Publication Data A catalog record for this book is available from the Library of Congress. Design by Fiona Pike, Pike Design, Winchester Typeset by Deanta Global Publishing Services, Chennai, India Contents About the author xi Acknowledgmentsxiii List of figures  xix Forewordxxi Prefacexxiii Introductionxxv ╇ 1 Understanding value 1 ╇ 2 Diversity of thinking 23 ╇ 3 Discipline 1—Evidence 43 ╇ 4 Discipline 2—Mission 61 ╇ 5 Discipline 3—Alignment 75 ╇ 6 Discipline 4—Engagement 95 ╇ 7 Discipline 5—Leadership 113 ╇ 8 Discipline 6—Governance 131 ╇ 9 Discipline 7—Wisdom 151 10 Key questions 177 Notes183 Index187 About the author Andrew Kakabadse is professor of governance and strategic leadership at Henley Business School, UK, and emeritus professor at Cranfield School of Management. He teaches and consults in corporations and governments throughout the world. His research covers boards, top teams, governments, and policy design. Andrew has published fortytwo books, over 240 articles, and eighteen monographs. His books include Leading the Board (coauthored with Nada Kakabadse), Bilderberg People (coauthored with Ian Richardson and Nada Kakabadse), and How to Make Boards Work which was co-edited by Lutgart Van den Berghe. In 2011 and 2013, he was named in the Thinkers50 ranking of the world’s top management thinkers. More information can be found at Andrew’s website: http://www. kakabadse.com. HEIDRICK & STRUGGLES We Help Our Clients Change The World, One Leadership Team At A Time™ Heidrick & Struggles is the premier provider of senior-level Executive Search, Culture Shaping and Leadership Consulting services. For more than 60 years, we have helped our clients build strong leadership teams through quality service, deep insights and our relationships with talented individuals worldwide. Today, Heidrick & Struggles’ leadership experts operate from principal business centers in North America, Latin America, Europe, Asia Pacific, Africa and the Middle East. For more information about Heidrick & Struggles, please visit www.heidrick.com. Acknowledgments I would like to acknowledge with deep gratitude the fantastic inputs and insights of all those who spared time to be interviewed. Thank you to • Paul Achleitner, Chairman, Supervisory Board, Deutsche Bank, Germany • Achal Agarwal, President, Asia Pacific, Kimberly-Clark, Singapore • Michael Andrew, Global Chairman and CEO, KPMG, Hong Kong • Ilana Atlas, Director, Coca Cola Amatil, and portfolio NED, Australia • Gihan Attapatu, President, Ball Asia Pacific, Singapore • Jaspal Bindra, Group Executive Director and Chief Executive Officer Asia, Standard Chartered Bank, Singapore • Ian Blackburne, Chairman, Aristocrat, Australia • Peter Bodin, Chairman, Grant Thornton International, Sweden • Ken Borda, Chairman, Santos, Australia, and Chairman, Aviva Asia, Hong Kong • Graham Bradley, Chairman, Stockland Corporation, and portfolio NED, Australia • Alec Brennan, Chairman, EMECO Holdings Limited, Australia • Berndt Brunow, Chairman, Finnish Food and Drink Industries’ Federation, and Fazer Group, Finland • Stephen Chipman, CEO, Grant Thornton, LLP, Member firm of Grant Thornton International Ltd, USA • David Cunningham, President, Asia Pacific, Federal Express, Singapore • Georges Dabaghi, General Manager, Middle East and CIS countries, Vubiquiti, UAE • Lord Geoffrey Dear, House of Lords, UK • Bob Dudley, Group CEO, BP, UK • Doug Elix, Chairman, Advance Global Advisory Council, Australia, and retired Senior Vice President, Group Executive Sales and Distribution, IBM, USA • Jeff Fettig, Chairman and CEO, Whirlpool, USA xiv Acknowledgments • Mark Gainsborough, Executive Vice President, Global Commercial Business, Royal Dutch Shell, Singapore • Stephan Gerlich, Chairman, Bayer Group, Mexico • Chris Gibson-Smith, Chairman, London Stock Exchange, and Partnership, UK • Rickard Gustafson, CEO, SAS Airlines, Sweden • Stig Gustavsson, Vice Chairman, Konecranes, Sweden • Diane Grady, Director, Macquarie Group, and portfolio NED, Australia • Russell Higgins, Director, Telstra, and portfolio NED, Australia • Sarah Hillier, Team Manager, Northamptonshire County Council, UK • Jeremy Hunter, President, Henkel Adhesive Technologies, India • Belinda Hutchinson, Director AGL, and portfolio NED, Australia • Mike Jeans, Independent NED (Deputy Chairman), Gemserv, UK • Gunender Kapur, CEO and Managing Director, TPG Wholesale Private Ltd, India • Graham Kraehe, Chairman, BlueScope Steel, Australia • Sanjiv Lamba, Member of the Executive Board, The Linde Group AG, Germany • Ronnie Leten, CEO, Atlas Copco, Sweden • Rod Leaver, CEO, Lend Lease, Asia Region, Singapore • Lionel Lim, CEO, CA, Asia Pacific, Singapore • Catherine Livingstone, Chairman, Telstra, and portfolio NED, Australia • Kevin Lobo, President & CEO, Stryker Corporation, USA • Dave Mackay, Director, Woolworths, Australia, and retired President & CEO, Kellogg Worldwide, USA • Vadim Makov, Chairman, OMZ Group, Russia • Charlie Mayfield, Chairman, John Lewis Partnership, UK • Alexey Marey, CEO, Alfa Bank, Russia • Trevor Matthews, Chairman Financial Skills Council, and portfolio NED, Australia • Kevin McCann, Chairman, Macquarie Group, and Origin Energy Ltd, Australia • Paul McClintock, Chairman, Myer Holdings Limited, Australia • Darshan Mehta, President & CEO, Reliance Brands, Ltd, India • Bruce Morgan, Director, Origin Energy Ltd, and portfolio NED, Australia Acknowledgments xv • • • • • • • • • • • • • • • • • • • • • • • • • • • • John Neill, Chairman and Group Chief Executive, Unipart Group, UK Helen Nugent, Chairman, Funds SA and portfolio NED, Australia Renè Obermann, CEO, Deutsche Telecom, Germany Michael Olosky, President, Henkel, Asia Pacific, Singapore Sir John Parker, Chairman, Anglo American, UK Jonas Persson, President APAC, Assa Abloy, Asia Pacific, Hong Kong Madhabi Puri Buch, Director, Agora Advisory, and Greater Pacific Capital, Singapore Ed Rapp, President, Construction Industries, Caterpillar, Singapore Monika Ribar, former CEO, Panalpina Group, Switzerland and portfolio NED. Diane de Saint Victor, General Counsel & Board Secretary, ABB, NED, Barclays Bank, Switzerland Ulf “Mark” Schneider, CEO, Fresenius Group, Germany Steve Sargent, CEO, GE Australia & New Zealand, Australia Nitin Seth, Managing Director and Country Head, India, Fidelity Worldwide Investment Ranjit Shahani, President, Novartis Group, India N Sivaraman, Whole-Time Director, L&T Finance Holdings Limited, India Sergey Soldatenkov, Chairman of Board of Directors, Megafon, Russia Ajay Srinivasan, CEO, Financial Services, Aditya Birla Group, India Sam Su, Chairman and CEO, Yum! Brands, China Rajesh Sud, Managing Director and CEO, Max Life Insurance, India Ashu Suyash, CEO, L&T Investment Management Limited, India Robert Swannell, Chairman, Marks and Spencer, UK Kim Taylor, Group Chairman, Asia Pacific, Johnson & Johnson, Singapore Shane Tedjarati, President and CEO, Honeywell Global, High Growth Regions, Singapore Michael Treschow, Chairman, Unilever, Sweden Arvind Uppal, Regional President, Asia South, Whirlpool, India Rajiv Verma, Group CEO, HT Media Ltd, India Petteri Walldén, Chairman, Nokian Tyres, Finland Vladimir Yakunin, President, RZD (Russian Railways), Russia The designations and organization of each interviewee are as offered at the time of interview. Numerous respondents now hold different positions in different enterprises. xvi Acknowledgments Thank you also to all who have made this book possible. My heartfelt gratitude goes to Stuart Crainer and Des Dearlove, outstanding editors and accomplished authors in their own right. You have really brought this book to life. My deepest thanks go to my wife, Professor Nada Kakabadse, and Madeline Fleure, who patiently and with good humor prepared numerous drafts. Very special thanks to my Heidrick & Struggles colleagues who have given so generously of their time to make this project happen. My thanks to the partners and staff of Heidrick & Struggles, who arranged the interviews and discussions with top executives worldwide and developed and coordinated the global surveys. Thank you to Torrey Foster, Bill Matthews, and Randall Thorne in America Vicki Hickson, Russell King, Will Moynahan, Andrew Myers, Anabelle Parsons, and Dave Tullett in the United Kingdom Tuomo Salonen in Finland Alain Deniau in France Christine Stimpel in Germany Elise Andström and Carina Nordgren in Sweden Christina Atchison, Anna Knuckey, and Thomas Liddle in Australia Yao Li and Linda Zhang in China Karen Fifer, Robert Knight, Karen Lau, Richard Meiklejohn, Harry O’Neill, Seth Peterson, and Lily Siu in Hong Kong Rajiv Inamdar, Neha Jain, Arun Das Mahapatra, Gauri Padmanabhan, and Puneet Pratap Singh in India and Stafford Bagot, Karen Choy-Xavier, Charles Moore, Hamish Shaw, Frazer Wilson, and Alex Yew in Singapore Acknowledgments xvii In addition, there are my three Heidrick & Struggles colleagues without whom this project would never have taken off. Peter Lever in London championed and supported this project from the start with his initial thoughts on engagement and alignment. Thank you, Peter. My deepest gratitude goes to Steve Mullinjer in Shanghai whose thoughts on cultural diversity brought an exciting and new dimension to the original thesis. His support and thoughtful guidance has not only made this study possible but has enriched it with new insights. Finally, I wish to convey a very special thank you to David Pumphrey in Sydney for his facilitation, perseverance, and persuasion in making this project happen. He guided me through the study and through the writing of the manuscript and ensured that the process ran smoothly. I and this book have benefited considerably from his generous counsel. As you can see, this book has been made possible by an extraordinary level of team work. From those who gave their time for interviews, to those who organized one meeting after another, to those who managed the surveys, and to those who were part of the development of the manuscript, I am grateful for all you have done. Andrew Kakabadse List of figures Figure 2.1 Diversity 40 Figure 6.1 Quality of relationships 100 Figure 6.2 Organizational performance qualities 109 Figure 6.3 Impact of handling awkward or sensitive discussions at an earlier stage 110 Figure 8.1 Enterprise fault lines 143 Figure 8.2 Input into the development of the corporate strategy  146 Figure 8.3 Average number of meetings per annum 147 Figure 8.4 Shared view regarding the criteria for appointments to the Board  148 Figure 8.5 Shared view regarding the criteria for the appointments to the Executives/ Management Team 148 Figure 9.1 Those involved in determining the strategic direction of the organization 174
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