Book description
This book is a call to action. If you need to know what it takes to break through to a new layer of oxygen in an organization that has been flying high in the past, you will find this both an inspiring and practical approach. Nothing will swoop down to remove your challenges, but the framework explained in this book carves a clear path toward transforming an organization, as opposed to sinking into decline. This framework is grouped around three simple steps: What’s the story? Who’s on board? Getting things done.
“Defying Doom recounts and explores genuine nightmares — lived, survived and avoided — in different corporate scenarios. These stories inspire executives not only to overcome but also to emerge stronger from certain situations despite uncertain and shifting environments. Quinn offers us a vivid and humane reading, full of tangible solutions for the 21st century executive.”
Table of contents
- DEFYING DOOM
- BACK COVER
- COVER
- FRONT PAGE
- DEDICATION
- CONTENTS
- FOREWORD by Nando Parrado
- ACKNOWLEDGMENTS
- PRESENTATION
- STEPS. For Defying Doom
-
STEP 1. What’s the Story?
-
1. Create a sense of urgency: “We have a problem!”
- 1.1. No one will come and fix our problem
- 1.2. The Disconnection Factor
- 1.3. Pause for reflection: picking out the problem or root causes
- 1.4. Open up your eyes and ears
- 1.5. Create the right culture to speak up
- 1.6. Identify the roots behind the problem
- 1.7. Explain why remaining where you are is not an option
- 1.8. Articulating the vision for the future
- 1.9. Come up with a roadmap
-
1. Create a sense of urgency: “We have a problem!”
-
PART 2. Who’s On Board?
- 1. Willingness to change from the leader
-
2. Alignment of the Top Team
- 2.1. Avoiding silos and building trust
- 2.2. The leader as a coach
- 2.3. The best for the whole may not be the best for each part
- 2.4. Don’t hesitate to remove people who get in the way
- 2.5. Reaching out to engage everyone
- 2.6. Communicate, communicate, communicate
- 2.7. Find supporters and ambassadors for the transformation
- 2.8. The voice of the leader in spreading the word
-
PART 3. Execution
- 1. Keep the plan and the roadmap simple
- 2. Focus, focus, focus
- 3. Align the key elements of the plan
- 4. Identify quick wins and structural projects
- 5. Spend quality time on the transformation
- 6. Set the right KPIs
- 7. Align incentives and rewards
- 8. Walk the talk
- 9. Implement “zero-base” budgets to break the historical inertia
- 10. Find a common external enemy
-
CASE STUDY. Defying Doom at Telefónica
- 1. Telefónica: What’s the Story?
- 2. Telefónica: Who’s On Board?
-
3. Telefónica: Execution
- 3.1. Suspending the dividend
- 3.2. Selling non-core assets
- 3.3. Selling Atento
- 3.4. Reducing the equity stake in China Unicom
- 3.5. Merging fixed and mobile operations in Colombia
- 3.6. Selling Hispasat
- 3.7. Selling 40 per cent of Central American operations
- 3.8. Initial public offering for the German operation
- 3.9. Purchase of E-Plus in Germany
- 3.10. Selling of the Czech Republic and Slovakia operations
- 3.11. Selling of operations in Ireland
- 3.12. Debt reduction program
- 3.13. Reestablishing the dividend
- 3.14. A new organization in place
- 3.15. Network sharing agreements
- 3.16. Simplifying the commercial offer
- CASE STUDY. Defying Doom at IBM
- CASE STUDY. Defying Doom at Apple
- DEFYING DOOM TOOLKIT. Defying Doom: Apple
- NOTES
- ABOUT THE AUTHOR
- COPYRIGHT PAGE
Product information
- Title: Defying doom
- Author(s):
- Release date: June 2016
- Publisher(s): Editorial Almuzara
- ISBN: 9788416624317
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