The Performance Pipeline

1. Auflage 2011
ISBN: 978-0-470-87728-9
Verlag: Wiley

Buch, Englisch, 320 Seiten, Format (B × H): 157 mm x 235 mm, Gewicht: 618 g

The guide that defines the results required at each organizational level to sustain business success

It's not enough to build a company full of people with leadership skills. The Performance Pipeline digs deep into the real work of executing business results at each leadership layer.
* Filled with lessons and examples from the author's 40 years of experience
* Shows how to set performance standards, make sure the right work is being done, and remove performance barriers
* Illustrates how leaders can make the transition to the next level and achieve full performance

This book gives leaders in any industry an advantage over the competition.

Autoren/Hrsg.

Drotter, Stephen

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Management Unternehmensführung
• Wirtschaftswissenschaften Wirtschaftswissenschaften Literatur für Manager

Inhaltsverzeichnis

Preface ix

Part One The Performance Pipeline Concept

Introduction Dealing with Pervasive Uncertainty 3

1 Defining Your Performance Pipeline 21

Part Two Expected Results at Every Level of Leadership

2 Enterprise Chief Executive Officer: Perpetuating the Enterprise 47

3 Group Managers: Portfolio of Businesses 71

4 Business Managers: Short-Term and Long-Term Profit 93

5 Function Managers: Competitive Advantage 113

6 Managers of Managers: Productivity 129

7 Managers of Others: The Enablers 147

8 Self-Managers: Delivering the Products and Services 175

Part Three Successful Implementation of the Performance Pipeline

9 Creating a Context for Performance 201

10 Enabling Layer Transitions 225

11 Implementing Your Performance Pipeline 245

Tool 1: Actual Performance Pipeline from Company E 261

Tool 2: Interview Questions 279

Acknowledgments 285

The Author 287

Index 289

Über Autor(innen)

Stephen Drotter is CEO of Drotter Human Resources, a global company that specializesin CEO succession; executive assessment, selection, and development; and enterprise-level organization design. He was one of the original designers of GE's succession planning process and ran human resources at INA Corporation and Chase Manhattan. He has a degree in economics from Amherst College. He is coauthor of The Leadership Pipeline and The Succession Planning Handbook for the Chief Executive.