Оглавление
Richard S. Hawkes. Navigate the Swirl
Table of Contents
List of Illustrations
Guide
Pages
NAVIGATE the SWIRL
Foreword
The Framework of Transformation
An Organization-Wide Approach
How We're Transforming
Growth River's Valuable Contribution
Acknowledgments
A Note to the Reader: How to Use This Book
Introduction:The Swirl
PART 1 Framing the Conversation
CHAPTER 1 Understanding Organizations: Social Systems, Not Machines
Leading Social Systems versus Leading Mechanical Systems
The Art of Alignment
CHAPTER 2 Understanding Businesses: The Business Triangle
The Importance of Visualizing Shared Work
The Business Triangle
The Engine of a Business
Note
CHAPTER 3 Understanding Growth: Dynamics of Organizational Development
Growth Moves Through Stages
Growth Happens in Three Domains
What Limits Growth? Understanding Constraints
Two Types of Performance Improvement: Horizontal and Vertical
Note
PART 2 The Evolution of an Enterprise
CHAPTER 4 The Four Stages of Enterprise Evolution
Stages of How, Not What
CHAPTER 5 A Business Is Born: Stage 1, Independent Contributors
CHAPTER 6 A Leader Steps Up: Stage 2, Directive Leadership
Avoiding Stage 2 Bottlenecks
CHAPTER 7 A 5:30 Wake-Up Call: The Transition to Stage 3, Distributed Leadership
“To Win We Had to Change”
Bureaucracy Is Not the Answer
Notes
CHAPTER 8 A Complete System of Roles: Stage 3, Distributed Leadership
A Matrix Structure
The Changing Role of the CEO: From Executive Leader to Enterprise Architect
Straightening the Spaghetti
Why Roles Matter
Architecting a Complete System of Capabilities and Roles
Unleashing Strategic Intelligence
Notes
CHAPTER 9 Leveraging Creative Tension: Stage 3, Distributed Leadership, continued
A Complete System of Roles Leverages Creative Tension
The Natural Creative Tension in Business Triangles
Depersonalizing Conflict
The Natural Creative Tension in Enterprises
Leading Through Creative Tensions
Banish the Scourge of Functionitis
A North Star for Resolving Creative Tensions
CHAPTER 10 High-Performing Teams: Stage 3, Distributed Leadership, continued
Teams at Work
Understanding Teams
The Building Blocks of High-Performing Teams
Shared Language
Secret Agents of Transformation
Notes
CHAPTER 11 Toward a Flat, Agile Organization: Stage 4: Leaders Leading Leaders
Enterprise Evolution Shouldn't Be Rushed
PART 3 The Seven Crucial Conversations
CHAPTER 12 Organizations Evolve at the Speed of Conversation
Setting the Stage for the Seven Crucial Conversations
CHAPTER 13 Conversation 1: Activating Purpose
What type of team is your team and what is its purpose?
Effective Decision-Making
Three Forms of Decision-Making
The Law of the Lid
Note
CHAPTER 14 Conversation 2: Driving Focus
A Shared Transformational Journey
A Transformational Journey Plan
CHAPTER 15 Conversation 3: Shifting Mindset
Building Trust
Beware of Efforts to Sweep the Leg
CHAPTER 16 Conversation 4: Specifying Capabilities and Roles
CHAPTER 17 Conversation 5: Streamlining Interdependencies
Analyzing the Performance System
Aligning Between Teams
CHAPTER 18 Conversation 6: Aligning Strategies
System of Strategies
Four Metrics for Competitive Advantage
Market Potential
Operational Scalability
Business Model Sustainability
Financial Returns
Alignment Is Required, Agreement Is Optional
CHAPTER 19 Conversation 7: Implementing Initiatives
CHAPTER 20 An Invitation to Transformation
Closing Reflections
Glossary. Learning a Language
Summary of the Seven Crucial Conversations
Setting the Stage for the Seven Crucial Conversations
Change Domain 1: Leadership and Culture
Change Domain 2: Capabilities and Roles
Change Domain 3: Strategies and Implementation
Glossary of Terms for the Growth River OS. About the Glossary
The Glossary
Index
WILEY END USER LICENSE AGREEMENT
