Focused Energy. Mastering Bottom-Up Organization. IMD Executive Development Series

  • ID: 2210673
  • Book
  • 318 Pages
  • John Wiley and Sons Ltd
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In today′s world of rapid change, companies must unleash energy at all levels to identify new opportunities. But unleashing energy creates centrifugal forces that can pull the organization apart. Setting energy in motion isn′t enough–it has to be focused. No single theory can capture how successful companies simultaneously generate and focus energy. Far better is to draw upon multiple perspectives from different management disciplines to provide a practical approach. This is exactly what Focused Energy provides. It draws upon the faculty of Europe′s leading executive development school to help you:

∗ Energize your organization with initiatives coming from the frontline

∗ Build leadership capabilities to direct a bottom–up organization

∗ Integrate high energy into a coherent whole

∗ Identify new business opportunities and exploit radical business shifts

In today′s ever–changing business landscape, we see the need more than ever before for focused energy, for organizations that stimulate energy on the frontline, show great flexibility, and focus quickly on new breakthrough opportunities. This book addresses the issues of what a bottom–up organization is and how high economic value can be created through focusing and harnessing frontline energy. From the Foreword by Jorma Ollila, Chairman and CEO, Nokia
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Introducing Bottom–up Organization (P. Strebel).

Pathways to Bottom–up Organization (P. Strebel).


Pioneering Spirit (P. Lorange).

Growth Catalysts (J. Horovitz).

Craft Networks (A. Boynton).

Boundary–crossing Networks (T. Vollmann).

Reconfigurable Organizations (J. Galbraith).

Competence–sharing across Boundaries (P. Morosini).


Balancing Bottom–up with Top–down (P. Lorange).

Focusing on Breakthrough Options (P. Strebel).

Developing Strategy from Within (P. Killing).

Using Collective Learning to Focus the Energized Organization (X. Gilbert).

Using Information to Channel Human Energy (D. Marchand).

Focusing People around Processes (J.–P. Deschamps).

Co–ordinating Laterally (J. Galbraith).

Personal Compacts (P. Strebel).

Turbo–kaizen (T. Vollmann).

The Leadership Paradox (J. Kassarjian).


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Paul Strebel, International Institute of Management Development (IMD), Lausanne, Switzerland
IMD is an independent not–for–profit foundation based in Switzerland. It was set up over 50 years ago by a few leading corporations to address the real challenges that leading managers face in everyday business. Since then, IMD has been working closely with businesses to develop people through a number of different courses at Executive and MBA level. IMD takes a ′Real World. Real Learning′ approach that combines academic rigour with practical solutions. IMD is a truly international school, with faculty from 18 countries, close links with over 130 corporations worldwide, and was ranked in Business Week and the US News & World Report in 1997 as one of the world′s most eminent business schools.

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