A
- The Abilene Paradox, and Other Meditations on Management (Harvey), 70
- Able organizations, 73-74
- Accountability:
- in ailing, able, and elite organizations, 74
- in Brazil, 45
- of change leaders, 224
- with clear governance structure, 154
- as organizational health outcome, 40
- practices underpinning, 41
- in reframing mindsets, 114
- research underpinning, 49
- of senior leaders, 212–213
- senior leader's role in, 201
- Achmea, 155–156
- Act stage, 27–30, 151–179
- energy generation in, 162–176
- motivating through social contracts, 176–178
- ownership model in, 152–161
- Adaptive skills, 137
- Adult learning cycle, 136
- Advance stage, 27–30, 181–194
- ensuring fair process in, 191–193
- leadership placement in, 186–191
- learning infrastructure in, 183–186
- Agile, 158
- Ailing organizations, 73-74
- Akehurst, John, 205
- Ali, Muhammad, 84
- Alignment, 15-16
- and organizational health elements, 15-16, 39–40, 73
- for success of change programs, 35
- top team, 209–210
- Al-Khalifa, Sheikh Mohammed bin Essa, 16
- Allaire, Paul, 133
- Allen, Natalie, 144
- American Association of Retired Persons (AARP), 177
- Amgen, 206
- Apple, , 80, 126, 221
- Architect stage, 27–30, 117–149
- appealing to multiple sources of meaning, 146–148
- bankable plan in, 119–126
- influence levers in, 126–146
- Arden, Jacinda,
- Argus, Don, 16
- Ariely, Dan, 31, 71
- Aristotle, 156
- The Art of Possibility (Zander), 100
- Aspire stage, 26-27, 29-30, 61–90
- health goals in, 72–86
- involving broad coalition in, 86–89
- strategic objectives in, 63–72
- Assess stage, 26–30, 91–116
- balancing your inquiry in,
- 112–115
- mindset shifts, 99–112
- skillset requirements, 93–99
- Atari, 22–23
- Australia and New Zealand Banking Group (ANZ Bank), 135, 166, 177, 181–182
B
- Baillères, Alejandro, 61, 89
- Baillères, Don Alberto, 61
- Balancing your inquiry, 112–115
- Banca Intesa, 203
- Bandura, Albert, 138
- Bankable plan, 27, 119–126
- defining portfolio of initiatives in, 119-123
- programmatically sequence activity in, 123-125
- reallocating resources in, 125-126
- Bannister, Roger, 112
- Barker, Joel, , 146
- Barra, Mary, 24
- Barrett, Richard, 218
- Baxter International, 204
- Bear Stearns, 205
- Beck, Don, 147
- Bejjani, Alain, 151
- Bennett, Steve, 203
- Bethune, Gordon M., 133
- Bhatt, Prakash, 203
- BHP, 95
- Biases, 70–72, 95–96, 113, 167–168, 221, 223
- “Big bang” scale-ups, 156–158
- Bossidy, Larry, 16, 212, 213
- BP, 23
- Bradley, Chris, , 71
- Brazil, OHI outcomes in, 44, 45
- Brion, Sebastien, 193, 205
- Built to Last (Collins and Porras), ,
C
- Capabilities:
- in ailing, able, and elite organizations, 73
- as component of long-term vision, 64-65
- as organizational health outcome, 40
- practices underpinning, 42
- research underpinning, 50
- Castell, Sir William,
- Catmull, Ed, 23
- Cayne, Jimmy, 205
- Centered leadership, 217–229
- Chambers, John, 88, 133, 202
- Champy, James, 33
- Change leaders. See also Change-making
- centered, see Centered leadership
- and doing vs. being modes, 215–218, 229
- making it personal for, 166–171
- most important takeaways for, 238–240
- and predictable irrationality, 31
- on recipes for success, 34–35
- Change Leaders Forums (CLFs), 37-38, 232
- Change-making, 231–240
- by catching up in neglected areas, 236–237
- by measuring health improvements over time, 237–238
- by putting Five Frames into practice, 234–236
- when senior leader is not on board, 232–234
- Change management, –2, 30–32. See also Five Frames of Performance and Health
- Change management office (CMO), 153–155, 159, 161, 183
- The Change of Personal Constructs from the Viewpoint of a Theory of Implications (Hinkle), 103
- Change story:
- broadening sources of meaning in, 147–148
- in building understanding and conviction, 130
- classic narratives of, 146–147
- communication of, 171–176
- content of, 131–133
- employee-created, 130–131
- interactively cascading, 143–146
- transmedia strategy for, 175
- Cialdini, Robert, 139
- Circling, 105
- Cisco Systems, 88, 133
- Clinton, Bill, 221
- Coca-Cola Company, 13–15, 87
- Cognitive dissonance theory, 130
- Cohen, James, 205
- Collins, Jim, , , 126, 222
- Communication, 171–176, 203–204, 210–211
- Compensation, 176–177, 207
- Competencies, 137
- Complementarity, 75–77. See also Recipes for organizational health
- Confidence and skill-building lever, 128, 129, 135–138
- Confirmation bias, 70
- Connecting, in centered leadership, 217, 222–223
- Consequence management, 41
- Continental Airlines, 133
- Continuous improvement, 81, 183–185. See also Advance stage
- Continuous learning, 185–186
- Conviction, 127, 130–133
- Cooperrider, David, 113
- Coordination and control:
- in ailing, able, and elite organizations, 73
- in Brazil, 45
- as organizational health outcome, 40
- practices underpinning, 42
- research underpinning, 50
- Covey, Stephen, 213
- Cowen, Chris, 147
- Csíkszentmihályi, Mihály, 228–229
D
- Dahl, Roald, 221
- Davis, Ian, 46
- Deepwater Horizon, 23
- Dell, Michael, 207
- “Demand” for skills, 94–95
- Deming, W. Edwards, 184
- DiMicco, Daniel R., 204, 207
- Direction:
- in ailing, able, and elite organizations, 73
- as organizational health outcome, 39
- practices underpinning, 41
- research underpinning, 48-49
- Doer, John, 238
- Drexler, Mickey, 212
- Dunlap, Albert J., 21–22
- Dupont, 91–93
- Dweck, Carol, 103
- Dynamic adjustment, 159–161
E
- Eastman Kodak Company, 70
- Edison, Thomas, 221
- Einstein, Albert, 57, 100, 232
- Eisner, Michael, 211
- Elite organizations, 73, 74
- Emerson Electric, 173
- Emotional intelligence (EQ), 222, 223
- Emotional Intelligence (Goleman), 222
- Employee satisfaction surveys, 42–44
- Employee value proposition (EVP), 96–98
- Energizing, 218, 227–229
- Energy generation, 27, 162–176
- maintaining high impact two-way communications for, 171–176
- “making it personal” for critical mass in, 166–171
- mobilizing influence leaders for, 163–166
- Energy literacy, 227–228
- Engagement surveys, 42–44
- Engaging/engagement, 203, 217, 224–227
- Enrico, Roger, 32
- Enron, 23
- Evans, Richard, 152
- Execution:
- and organizational health elements, 15-16, 39–40, 73
- for success of change programs, 35
- Execution edge organizations, 79, 80–81
- Executive sponsors (ESs), 154, 155
- Executive steering committee (ESC), 153, 154, 236
- Expectancy theory, 138
- External orientation:
- in ailing, able, and elite organizations, 73
- as organizational health outcome, 40
- practices underpinning, 42
- research underpinning, 51
F
- Fairness, sense of, 191–193, 213
- Familiarity, 84, 120-121
- Farr, David, 173
- Festinger, Leon, 130
- Field and forum, 136–138, 175
- Fit of management practices, 84
- FitzGerald, Niall, 138
- 5As, 26, 30–32, 36
- Five Frames of Performance and Health, –3, 25–30. See also individual stages
- frequently asked questions about, 232–238
- health frameworks in, 27
- performance frameworks in, 26–27
- stages of, 26
- success of,
- upskilling leaders and colleagues on, 38
- Five sources of meaning, 146-148
- “Five whys” approach, 105
- Flow experiences, 228–229
- Ford, 117
- Framing, 217, 220–222
- Frank, Søren, 210
- Frankl, Victor, 166
- Franklin, Benjamin, 178
G
- Gallup, , 50
- Geely, 117
- Gell-Mann, Murray, 30
- General Electric (GE), 95, 206
- General Motors (GM), 24
- Generon Consulting, 168
- Geometric scale-ups, 156–158
- German National football team, 210
- Gerstner, Lou, 22, 64, 69, 203
- Gladwell, Malcolm, , 163
- Goleman, Daniel, 222
- Good to Great (Collins), 222
- Goodwin, Jim, 224
- Google, 95, 185–186, 204
- Gossas, Peter, 212
- Governance, 153–155
- Groupthink, 70
- Grove, Andy, 202
- Grupo Bal, 61, 63
- Grupo Nacional Provincial (GNP), 61–63, 84, 86, 89
H
- Haidt, Johnathan, 223
- Hamel, Gary, , , 101, 219
- Hammer, Michael, 33
- Harvey, Jerry B., 70–71
- HCL Technologies, 88
- Health, see Organizational health
- Health goals, 27, 72–86
- checking your health, 72–74
- choosing where to be exceptional, 74–85
- targeting broken management practices, 84–85
- Health impact, 159–161
- Health outcomes:
- management practices driving, 74–85
- in OHI survey, 44–47, 52
- Heifetz, Ronald, 222
- Hewlett, Bill, 138–139
- Hewlett-Packard, 138–139
- Hillygus, Sunshine, 38
- Hinkle, Dennis, 103
- Hirt, Martin, , 71
- “Hold up the mirror” workshop, 209–210
- Holiday, Charles “Chad” O., 91–93
- Hollande, Françoise,
- Hook, Lisa, 174
- House of Cards (Cohen), 205
- Hypotheticals, 105
I
- IBM, 22, 64, 69, 87, 95, 98, 203
- Impact, relentlessly pursuing, 201, 211–213
- Influence leaders, 139, 163–166, 170
- Influence levers, 27, 126–146
- reshaping the work environment in, 127-140
- hardwiring health into performance initiatives in, 140-143
- interactively cascading the change story in, 143-146
- Influence model, 126–140
- applied to senior leaders, 232–233
- confidence and skill-building lever in, 135–138
- determining how to reshape work environment, 127–130
- reinforcement mechanisms lever in, 133–135
- role modeling lever in, 138–140, 167
- understanding and conviction lever in, 130–133
- Influencers, types of, 163
- Infosys, 204
- Initiative owners (IO) and teams, 154-155
- Initiative progress, 159–161
- Initiatives:
- defining portfolio of, 119–123
- for performance, hardwiring health into, 140–143
- programmatically sequencing, 123–125
- reallocating resources for, 125–126
- senior leaders' role in, 212
- Innovation and learning:
- in ailing, able, and elite organizations, 73
- as organizational health outcome, 40
- practices underpinning, 42
- research underpinning, 51
- In Search of Excellence (Peters and Waterman), , , 22
- Interactive story cascade, 143–146, 168
- Intuit, 203
- Irrationality, 30–32, 146, 176, 192, 239
- Isdell, Neville, 13–15, 87
- Itaú Unibanco, 204
J
- Jackson, C.D., 211
- Jala, Idris, 88
- Jobs, Steve, 80, 126, 221
- Jobs to be done (JTBD), 189, 191
- Jordan, Michael, 210
K
- Kahneman, Daniel, 86
- Kaizen, 142, 185
- Kalanick, Travis, 24
- Kammen, Carole, 223
- Kant, Ravi, 67–69
- Kelleher, Herb, 207
- Knowledge, Skills, Attributes, and Experiences (KSAEs), 189–191
- Knowledge sharing, 141, 184
- Kotter, John, , 33
- Kraemer, Harry M. Jansen, Jr., 204
- Kroc, Ray, 95, 138
- Krol, John A., 91
- Kullman, Ellen, 92
L
- Laddering, 104–106
- Lafley, Alan G., 64, 95, 123, 125–126, 148, 172
- Landy, John, 112
- Lavelle, Louis, 25
- Leaders. See also Leadership roles
- accountability of, 212–213
- catalyzing critical mass of, 166–171
- choice for, 231–232
- Leadership:
- in ailing, able, and elite organizations, 73
- as organizational health outcome, 39. See also Centered leadership
- practices underpinning, 40
- research underpinning, 41
- Leadership factory organizations, 78–80
- Leadership placement, 27, 186–191
- matching talent to priority roles in, 189–190
- operationalizing the process for, 190–191
- prioritizing roles by value in, 187–189
- Leadership roles. See also Change leaders
- matching talent to, 189–190
- prioritized by value, 187–188
- for senior leaders, see Senior leaders
- Leading Change (Kotter), , 33
- Leading Organizations (Keller and Meaney), 93
- Leahy, Sir Terry, 64
- Learned Optimism (Seligman), 221
- Learning, 27, 136, 183–186
- Learning infrastructure, 27, 183-186
- embedding knowledge sharing, 184
- institutionalizing improvement processes, 184-185
- facilitating continuous learning, 185-186
- Lehman Brothers, 23
- Lewin, Kurt, 26
- Linares, Julio, 159
- Linear scale-ups, 156-157
- Linsky, Martin, 222
- Long-term vision, 64–67, 119
- Lorenz, Konrad, 138
- Lottery ticket effect, 86–89, 123, 146, 171, 209
- Luczo, Steve, 211
- Lyubomirsky, Sonja, 219
M
- Mackey, John, 148, 199, 207
- Macron, Emmanuel,
- Majid Al Futtaim (MAF), 151–152
- Malaysian Airlines, 88
- Management practices, 74–85
- broken, targeting, 84–85
- to change mindsets and related behaviors, 109–110
- complementary, 75–77
- mindsets ingrained by, 101
- in OHI survey, 52
- Power Practices, 85
- public standard for, 46
- recipes for, 77–85
- Man's Search for Meaning (Frankl), 166
- Market shaper organizations, 79-80
- Master stroke, 32, 66, 86-89, 112-115, 146-148, 176-178, 191-193
- The Matrix (film), 231
- Mayo Clinic, 74, 237
- McCord, Patty, 135
- McDonald's, 95, 138
- McFarlane, John, 135, 177, 181–184
- McGrath, Rita Gunther, 158
- McKinsey & Company:
- Aberkyn unit of, 170
- Change Navigator, 124–125
- citizen journalism at, 174
- global reach of, 34, 39
- Influencer tool, 164
- New Ventures Competition, 19–21
- OHI use at, 38
- Organization Practice, 33
- Performance and Health Dialogues, 38
- as talent and knowledge core organization, 82–83
- Talent Match, 190
- McKinsey Quarterly, 37
- McKinsey “WAVE,” 38, 161
- Meaney, Mary, 93
- Meaning, 146–148, 217–220
- Meaningful change, 201–202, 219
- Measure What Matters (Doer), 238
- Medium/mid-term aspirations, 67–69, 122
- Meyer, John, 144
- Michelin, 98
- Microsoft, 64, 103, 109, 173, 184
- Mid-Staffordshire NHS Foundation Trust, 23–24
- Mindfulness, 226–227
- Mindsets, 103–107
- changing, see Influence model
- not allowed, can't, won't, 105
- recommended reading about, 110
- reframing, 108–112
- Mindset shifts, 27, 99-12
- identifying helping and hindering behaviors, 101–102
- reframing root-cause mindsets, 108–112
- uncovering underlying mindset drivers, 103–107
- The Modern Firm (Roberts), 75
- Mohammed, Mahathir,
- Motivation:
- in ailing, able, and elite organizations, 73
- complementary management practices for, 76-77
- from involving others in creating aspirations, 86–87
- as organizational health outcome, 40
- practices underpinning, 42
- research underpinning, 50
- and sources of meaning, 147-148
- through social contracts, 176–178
- Motorola, 185
- Murray, W.H., 224
- Murthy, N.R. Narayana, 139, 159, 204–206
N
- Nadella, Satya, 64, 103, 109
- Naming and reframing, 108–109, 111, 131, 220
- Narver, John, 51
- National Bureau of Economic Research, 191
- Nayar, Vineet, 88
- Netflix, , 135
- Networks, 164–165, 169, 170, 223
- Neustar, 174
- Newton, Isaac, 34
- Nooyi, Indra, 135, 177, 202
- Novak, David, 202
- Nucor, 204, 207
O
- O'Boyle, Ernest, 222
- Obrador, Andrés Manuel López,
- OHI Live survey, 238
- Opportunity, in vision for change, 64–65
- Optimism, 220–222
- Optimism bias, 71, 95–96, 113, 221
- Organizational health:
- assessing, 72–74
- causal relationship between performance and, 18–21
- correlations between performance and, 17–18
- defined, 15, 39–42
- equal emphasis on performance and, –4. See also Performance–health balance
- five frameworks of, 27. See also individual frameworks
- hardwired into performance initiatives, 140–143
- measuring improvements over time in, 237–238
- neglected factors of, 237
- practices underpinning, 41–42
- as public standard, 46
- recipes for, 77–85
- value created by, 16–21
- vertical relationship between performance and, 30
- Organizational Health Index (OHI), 36, 38, 42–45, 237
- as benchmark, 44–47
- data gathered from, 54, 57
- elements of organizational health data from, 48–51
- fact base from, 233
- health outcomes in, 52
- high-level overview of, 73–74
- leveraging, 114
- management practices in, 52
- organization of, 51–52
- reliability and validity of, 52–56
- Ornish, Dean, 109–110
- Ownership model, 27, 152–161
- choosing scale-up methods in, 155–158
- establishing strong governance in, 153–155
- monitoring progress and dynamically adjusting in, 159–161
P
- Palmisano, Sam, 87
- Pascale, Richard, 133
- Passera, Corrado, 133, 175, 203, 208, 210
- Passion, 64–66, 84
- PepsiCo, 80, 135, 177, 222
- Perez, Antonio, 70
- Performance:
- balancing measures of, 50
- building high performance teams, 210–211
- causal relationship between health and, 18–21
- correlations between health and, 17–18
- defined, 15
- equal emphasis on health and, –4. See also Performance–health balance
- expectations of, 46
- five frameworks of, 26–27. See also individual frameworks
- perils of, 21–24
- vertical relationship between health and, 30
- Performance contracts, 41
- Performance–health balance, 13–32, 238–239
- in Five Frames of Performance and Health, 25–30. See also individual stages
- mastering irrationality for, 30–32
- perils of performance in, 21–24
- value of health in, 16–21
- Performance impact, 160, 161
- Performance initiatives, 140–143, 170
- Performance placemat, 122–123, 140, 201, 212
- Performance themes, 122–123
- Personal change, 204–206
- Personal Insight Workshops (PIWs), 152, 168–171, 175, 182, 229
- Personalizing the change story, 202
- Personal ownership, 41, 141
- Peters, Thomas, , , 22, 23, 204
- Pippen, Scottie, 210
- Pixar, 23
- Pope, Charles, 211
- Porras, Jerry, ,
- Portfolio of initiatives, 119–123
- Postmortem, 185-186
- Power Practices, 85
- Prahalad, C.K., 101
- Predictable irrationality, 31, 146, 176, 192, 239
- Predictably Irrational (Ariely), 31
- PricewaterhouseCoopers, 135
- Procter & Gamble, 64, 95, 125–126, 184
- Programmatically sequencing activity, 123–125
- Progress monitoring, 159–161
- Provocations, 105
- Psychological ownership, 49
- Pulse surveys, 237–238
- Purpose, 219–220
Q
- Qualitative data analysis (QDA), 106–107
R
- Receiver perspective, 124, 175
- in sequencing initiatives, 124
- in communication strategy, 175
- Recipes for organizational health, 77–85
- execution edge, 80–81
- leadership factory, 78–80
- market shaper, 80
- recommended reading on, 83
- talent and knowledge core, 81–82
- Reciprocity, 223
- Recovery practices, 228
- Redeploying employees, 98
- Reengineering the Corporation (Hammer and Champy), 33
- Reframing mindsets, 108–112. See also Naming and reframing
- Reinforcement mechanisms lever, 128-129, 133–135, 176
- Relational skills, 137
- Releasing employees, 98
- Relentlessly pursuing impact, 211–213
- Renewal:
- and organizational health elements, 15-16, 39–40, 73
- for success of change programs, 35
- Research, , 33–57
- data collection in, 35–39
- data sources for, 34–35, 37
- definition of organizational health in, 39–42
- for healthy change programs, 47–48
- impact on organizational health, 44–47
- measure of health in, 42–44
- methodology for, 48–57
- Resilience, 221
- Resources, 125–126, 183
- Reverse mentoring, 223
- Risk, in optimal portfolio, 120-121
- Ritz-Carlton,
- Roberts, David, 202
- Roberts, John, 75
- Roberts, Kevin, 205
- Roberts, Monty, 202
- Rogers, T. Gary, 72
- Roles, see Leadership roles
- Role clarity, 41
- Role modeling change, 201, 204–207
- Role modeling lever, 128, 129, 138–140, 167
- Role plays, 105
- Root-cause mindsets:
- reframing, 108–112
- understanding, 103–107
S
- Sällström, Björn, 117–118
- Samsung, 24
- Scale-up methods, 155–158
- Scaroni, Paolo, 172
- Scharmer, Otto, 168
- Schmidt, Eric, 204
- Schultz, Howard, 64, 69
- Schutz, William, 85
- Seagate, 211
- Self-awareness, 221
- Self-serving bias, 167–168
- Seligman, Martin, 221
- Senge, Peter, 168
- Senior leaders, 199–213
- in building strong team, 207–211
- in interactive cascade process, 144-145
- lack of support from, 232–234
- in making change meaningful, 201–202
- in openly engaging others, 203
- in personalizing the story, 202
- in relentlessly pursuing impact, 211–213
- role modeling by, 138–139, 204–207
- in spotlighting success, 203–204
- unique role of, 200–201
- Senior teams:
- decision making by, 234, 236
- in interactive cascade process, 144-45
- role modeling by, 139
- Sequencing activity, 123–125
- Shakespeare, William, 229
- Sharer, Kevin, 206, 213
- Sheldon, Kennon, 219
- Sinclair, Upton, 176
- Six Sigma, 92, 185
- Skill-building, 128, 135–138
- Skillset requirements, 26, 93–99
- forecasting skill demand, 94-95
- understanding skill supply, 95-96
- closing the skillset gaps, 96-99
- Skinner, B. F., 133
- Slater, Stanley, 51
- Smit, Sven, , 71
- Smith, Martin E., 33
- Social contracts, 176–178
- Social network analysis (SNA), 164–165
- Social proof, 139
- Society for Organizational Learning, 168
- Sony, 64
- Sørensen, Jasper, 49
- South Korea, OHI outcomes in, 44, 45
- Southwest Airlines, , 207
- S&P 500 companies, –7
- Srivastava, Suresh, 113
- Stakeholders, 124–125, 147, 203, 222
- Stanford University, 64
- Starbucks, 64, 69
- State Bank of India, 203
- Sternin, Jerry, 133
- Sternin, Monica, 133
- Stockdale, Jim, 222
- Story(-ies):
- advantage of, 130
- change, see Change story
- personalizing, 202
- reinforcing, 173–174
- repetition of, 172
- Strategic objectives, 26, 63–72
- guarding against biases, 70–72
- long-term vision, 64–67
- mid-term aspirations, 67–69
- Strategy, 35
- Strategy Beyond the Hockey Stick (Bradley, Hirt, and Smit),
- Success Rates for Different Types of Organizational Change (Smith), 33
- Sunbeam Products, 21–22
- “Supply” of skills, 95–96
- Symantec, 145
- Symbolic actions, 206–207
T
- Talent. See also Skillset requirements
- employee value proposition for, 96–98
- matched to priority roles, 189–190
- Talent and knowledge core organizations, 79, 81–82
- Talent development, 141
- Tata Motors, 67–69
- Taylor, William C.,
- Team building, 201, 207–211
- Team charter, 210
- Technical skills, 137
- Telstra, 173, 174
- Tesco, 64
- Theranos, 66-67
- 3D approach, 36
- 3M, 87–88
- Tichy, Noel, 146
- Time frames, in optimal portfolio, 120
- The Tipping Point (Gladwell), 163
- Toyoda, Akio, 21
- Toyota, 20–21, 184
- Transformation(s), 239
- mindset changes for, see Mindset shifts
- role modeling for, 138
- senior leaders' role in, 199. See also Senior leaders
- stages of, 29–30. See also Five Frames of Performance and Health
- symbols of, 99
- transition to continuous improvement from, 183–184
- Transformation story, 202. See also Change story
- Transmedia approach, 174–176
- Trudeau, Justin, –8
- Tucci, Joseph M., 133, 204
- TXU, 207
U
- Uber, 24
- Ultimatum game, 192-193
- Understanding and conviction lever, 127, 129–133
- U.S. men's Olympic basketball team, 210
- U.S. Army After Action Reviews, 185
- U-process, 168–169
V
- Validity, 52–56
- Valley of Desolation, 162
- Value, in optimal portfolio, 120-121
- Value creation, 160, 161, 187–190
- van Houten, Frans, 171
- Vision, , 35, 64–67, 119, 146, 220
- Visual cues (for focus groups), 106
- Volkswagen, 24, 184
- Volvo Cars, 117–119
- Vriesman, Jeroen van Breda, 155–156
- Vroom, Victor, 138
W
- Walmart, 81, 98, 172–173
- Walsh, Willie, 173
- Walton, Sam, 177–178
- Waterman, Robert, , , 22-23
- Welch, Jack, 133, 206, 208, 223
- Wells Fargo, 24
- White, T.H., 113
- Whitney, Diana, 113
- Whole Foods, 207
- Whyte, David, 240
- Wilder, John, 207
- Word clouds, 106–107
- Work environment:
- in ailing, able, and elite organizations, 73
- as organizational health outcome, 39
- practices underpinning, 41
- research underpinning, 49
- reshaping, 127–130
- in South Korea, 45
- transmedia strategy and change in, 175
Z
- Zander, Benjamin, 100
- Zohar, Danah, 218
..................Content has been hidden....................
You can't read the all page of ebook, please click
here login for view all page.