Bøger i Memo to the CEO serien i rækkefølge

Hvordan sørger du som direktør for, at firmaets værdi øges?I denne bog giver eksperter gode og konkrete råd og teknikker fra kapitalfondene, som enhver virksomhed kan anvende. 

Hvorfor skal virksomheder skabe kulturer med høj integritet gennem eksemplarisk lederskab, transparens og motivation? Hvorfor er det en ulempe at fremelske en regel- og fejlbaseret kultur?En bog med metoder og ideer til, hvordan man straks kan gå i gang med at ændre sin virksomheds kultur og arbejde sig hen mod en kultur med høj integritet, der også kan præstere.

Hvordan undgår du, at dine konkurrenter spotter de nye forretningsstrategier længe før dig? Med denne bog får du fem konkrete strategier til, hvordan du fremtidssikrer din virksomhed og ikke bliver overhalet på strategiudviklingen.

Private equity firms are snapping up brand-name companies and assembling portfolios that make them immense global conglomerates. They're often able to maximize investor value far more successfully than traditional public companies. How do PE firms become such powerhouses? Learn how, in Lessons from Private Equity Any Company Can Use. Bain chairman Orit Gadiesh and partner Hugh MacArthur use the concise, actionable format of a memo to lay out the five disciplines that PE firms use to attain their edge: Invest with a thesis using a specific, appropriate 3-5-year goal Create a blueprint for change--a road map for initiatives that will generate the most value for your company within that time frame Measure only what matters--such as cash, key market intelligence, and critical operating data Hire, motivate, and retain hungry managers--people who think like owners Make equity sweat--by making cash scarce, and forcing managers to redeploy underperforming capital in productive directionsThis is the PE formulate for unleashing a company's true potential.

Suitable for CEOs, this book explains how you can strengthen ties to the press, and manage those relationships effectively over the long-term. It enables you learn to repair your company's public image, and maintain goodwill with the community. It offers practical suggestions that help you learn how to take charge of various crisis situations.

Believe or not - climate change is one of the pressing challenges facing the world. Most of all, it is quickly becoming a crucial business issue. But how will you and your company respond? This title gives you a look at how world-class thinkers would react to this pressing issue if they were in your shoes.

It's one of the thorniest management problems around: dealing with unmotivated, low-performing employees. It's easy to point the finger of blame at them. But in most companies, it's the reward system, not the workforce, that's causing poor attitudes and performance: many reward systems actually discourage desired behaviors while rewarding the very actions that drive executives crazy.In Reward Systems: Does Yours Deliver? Steve Kerr describes the steps you must take to create an effective reward system:- Clarify what you mean by "performance" -- in ways that help employees understand how they can support what you're trying to accomplish- Devise an effective performance-measurement system that distinguishes between metrics used for control and those used for employees' development- Design a reward system that motivates people to do what you want them to do while also meeting their needsTo get the most from employees, you don't need to add headcount, upgrade your IT capabilities, or hire consultants. You do need to develop the right reward system. This book shows you how.From our new Memo to the CEO series -- solutions-focused advice from today's leading practitioners.

A leader's greatest challenge can be knowing when it's time to step aside. A great deal has been written for corporate boards on the issue of succession planning. But most executives have few resources to help guide them through the process. How do you start preparing yourself--and your successor--for your inevitable leadership transition?In this concise book, leading executive coach and bestselling author Marshall Goldsmith offers candid advice on succession from the outgoing executive's perspective. From choosing and grooming a successor while sidestepping political minefields, to finally handing over responsibility, Goldsmith walks you through each step in the succession process.Done right, your successor can enter to applause while you gracefully bow out and start the next chapter of your life.

Our free-market capitalist system is the world's greatest driver of prosperity, but it has a dark side. Under intense pressure to make the numbers, executives and employees face temptation to cut corners, fudge accounts, or worse. And in today's unforgiving environment, such lapses can be catastrophic. Fines and settlements have amounted to billions of dollars. Careers and companies have imploded. In High Performance with High Integrity, Ben Heineman argues that there is only one way for companies to avoid such failures: CEOs must create a culture of integrity through exemplary leadership, transparency, incentives, and processes, not just rules and penalties. Heineman, GE's chief legal officer and a member of both Jack Welch's and Jeff Immelt's senior management teams for nearly twenty years, reveals crucial "performance with integrity" principles and practices that you can begin applying immediately, and shows how you can drive performance by integrating integrity systems and processes deep into company operations. Such principles and practices also create affirmative benefits: inside the corporation, in the marketplace and in society. Concise and insightful, this book provides a much-needed corporate blueprint for doing well while doing good in the high-pressure global economy. From our new Memo to the CEO series--solutions-focused advice from today's leading practitioners.

As a top executive, you've almost certainly forged strategic alliances with other companies. Some of these deals have worked--but many others have likely failed. In fact, companies worldwide launch more than two thousand strategic alliances every year, and more than half never deliver as promised.