The Committed Enterprise: How to Make Vision and Values Work
- 4h 16m
- Hugh Davidson
- Taylor and Francis
- 2002
The Committed Enterprise represents Hugh Davidson's major statement on what makes a sustainable and excellent organization. It is based on over a year of intense fieldwork during which the author interviewed in person the most senior executives in 126 organizations in the US and Europe.
It is much easier to describe vision and values than implement them. Vision and values management is in the dark ages compared with that of Marketing, Finance or Operations. It is often derided and all too often just doesn’t work.
The Committed Enterprise takes a hard approach to this "soft" topic and describes how to build unstoppable organisations, whether businesses or charities, hospitals or orchestras, by managing vision and values scientifically yet creatively. It shows how to lay the foundations for success by understanding the conflicting needs of stakeholders and uniting them through the right vision and values. These forge uncompromising commitment, and transform organizations, teams and countries. Hugh Davidson details Seven Best Practices for making vision and values work every day, at every level, based on analysis of his interviews with leaders of 125 high calibre enterprises in USA and UK.
Using a unique fast track / scenic route format, the book includes hundreds of examples, quotes and checklists from enterprises as diverse as PepsiCo, Caltech, Tesco, Mayo Clinic, BP, New York Police Department, DuPont, Save the Children, UPS, New York Philharmonic, and many others.The Committed Enterprise brings a new dimension to managing organisations. It is designed for leaders and managers of every kind of enterprise.
About the Author
Hugh Davidson is Visiting Professor of Consumer Marketing, Cranfield University, UK. Fellow and past Chairman of the UK Marketing Society.
In this Book
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Chapter 1: The New Challenge for Organization Leaders
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Chapter 2: How Vision and Values Create Committed Enterprises
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Chapter 3: The Seven Best Practices for Creating the Committed Enterprise
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Chapter 4: Building the Foundations of the Committed Enterprise — Best Practice 1
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Chapter 5: Measuring the Strength of the Vision ... If There is One — Best Practice 2
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Chapter 6: Timing and Building a New Vision — Best Practice 2
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Chapter 7: Creating Hard Values for Sustainable Advantage — Best Practice 3
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Chapter 8: Emotional Activism - Communicating by Action, Signals and Words — Best Practice 4
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Chapter 9: Creating Systems to Embed Vision and Values — Best Practice 5
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Chapter 10: Branding the Committed Enterprise — Best Practice 6
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Chapter 11: The Hard-Edged Organization - Measurement — Best Practice 7
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Chapter 12: Why Most Vision and Values Programmes Fail
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Chapter 13: Vision and Values before and after Acquisitions
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Chapter 14: Aligning Individuals and Organizations
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Chapter 15: A Renewable Process for Vision and Values
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Summary: 10 Keys to Failure
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Summary: 10 Keys to Success
