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The New leader's guide to diagnosing the business
Within a few months at most, incoming CEOs and general managers must identify ways to boost profitability, increase market share, overtake competitors - whatever the key tasks may be. Every organization, after all, has its distinctive strengths and weaknesses and faces a unique combination of threats and opportunities. Accurately assessing all these is the only way to determine what goals are reasonable and where a management team should focus its performance-improvement efforts. Embarking on this kind of diagnosis, however, can be daunting because there are countless possible points of entry. What’s needed instead is a systematic diagnostic template that can be tailored as necessary to an individual business’s situation. Such a template has to meet at least three criteria: It must reflect an understanding of the fundamentals of business performance—the basic constraints under which any company must operate. The template must be both comprehensive and focused—covering all the critical bases of the business, but only those bases, without requiring any waste of time or resources on less important matters. And it should lend itself to easy communication and action. This article presents a template that meets these criteria.Printed Journal
Ketersediaan
| Call Number | Location | Available |
|---|---|---|
| PSB lt.dasar - Pascasarjana | 1 |
| Penerbit | : Harvard Business School Publishing |
|---|---|
| Edisi | - |
| Subjek | Leadership Corporate planning Competitive advantage Statistical data Chief executive officers Managerial Skills Corporate objectives Guidelines |
| ISBN/ISSN | 178012 |
| Klasifikasi | - |
| Deskripsi Fisik | - |
| Info Detail Spesifik | - |
| Other Version/Related | Tidak tersedia versi lain |
| Lampiran Berkas | Tidak Ada Data |