Mastering Strategic Risk: A Framework for Leading and Transforming Organizations

Table of contents

1. Preface
2. Acknowledgments
3. Introduction: Mastering the Complexities of a New Age
4. Chapter 1: The Round World, the Square Pegs: Redesigning Organizations to Manage the Risks of a Different World
   1. Righting the Ship: Managing the Complexities of a New Age
   2. The Untold Story of Wachovia’s Demise: The Rise and Fall of an Industry Giant
   3. A Symptom of a Much Larger Challenge
   4. The Burning Platform: Why the Need for Change
   5. Leveraging the Power of People
   6. A World of Patterns: Does Nature Hold the Answers?
   7. References
5. Chapter 2: The Three Elements: Creating, Facilitating, and Supporting Your Competitive Advantage
   1. A Framework Taken from Nature
   2. The Human Body as an Example
   3. Ecosystems
   4. The Three Elements and Our Marketplace
   5. The Three Elements and the Auto Industry
   6. The Three Elements and Organizations
   7. The Creative Element in Organizations
   8. Information Technology as an Example
   9. Everything Old Is New Again
   10. Summary
   11. Questions
   12. Note
   13. References
6. Chapter 3: The Three Forces: Mastering Strategic Risk with Repetition, Balance, and Movement
   1. Anticipating Change: Toyota
   2. Three Forces that Dictate Performance in Systems
   3. Movement and Change in Nature
   4. Movement, Balance, and Repetition in Our Marketplace
   5. Change, Balance, and Repetition in Organizations
   6. The Three Elements and Forces and Our System of Government
   7. The Federal Government Supports, Facilitates, and Creates: A Fractal View
   8. The Federal Government and Oversight
   9. A Holistic Approach
   10. Summary
   11. Questions
   12. References
7. Chapter 4: Transforming the Corporate Agenda: Applying the New Learning to Master Strategic Risk
   1. Aligning the Three Elements and Forces for Impactful Results
   2. The Three Elements as Key Drivers of Organizational Performance
   3. Creativity and Innovation through the Lens of Industry Leaders
   4. Identifying Additional Centers of Creativity and Growth in the Most Unlikely of Places
   5. Growth through Facilitative Functions and Capabilities
   6. Growth through Supportive Functions and Capabilities
   7. Repetition and Operational Excellence
   8. Wachovia and Merger Integration
   9. Managing Movement and Change
   10. The Value of a Transformation and Change COE
   11. The Importance of Measuring Key Controls and Activities
   12. Assessing Key Drivers through the Universal Guide
   13. Summary
   14. Questions
   15. References
8. Chapter 5: Risky Business: Why the Environment Should Matter to You
   1. Our Self-Centered Interests
   2. The Truth about Systems
   3. Our Commercial Ecosystem
   4. Driving Growth and Shareholder Value through Sustainability
   5. Demystifying the Myth . . . What Really Is a Corporation?
   6. A Lesson on the Environment and Sustainability
   7. Other Factors Driving Commerce
   8. Improving Our Interaction with The Planet
   9. Making the Case for the Environment
   10. The Corporation and the Community
   11. The Realities of Life Downstream
   12. In the End, It’s About the Individual
   13. Summary
   14. Questions
   15. References
9. Chapter 6: Governance, the Cornerstone of Risk: The True Role of Accountability in Organizational Systems
   1. Governance in Natural Systems: The Human Brain as an Example
   2. WorldCom and the Bernie Ebbers Story
   3. Strategy and Governance
   4. Complacency and Governance
   5. The Role of Accountability in Systems
   6. Accountability at Adulant Technologies
   7. The Importance of Roles and Responsibilities
   8. A Crisis of Corporate Culture: The Story of News Corp.
   9. The Independent Board of Directors
   10. Summary
   11. Questions
   12. Notes
10. Chapter 7: The Game Changer: Stewardship—Taming the Land Grabbers, Passive Aggressors, and the Mighty Ogre
    1. The Coup D’état
    2. It’s Time for Change
    3. A Profile in Leadership
    4. Summary
    5. Questions
    6. References
11. Chapter 8: The Risks of Human Capital: Unleashing the Conceivers, Deal Makers, and Sustainers
    1. A New Human Resources Model
    2. The Internet Example
    3. A New Model for Evaluating Teams
    4. The Diversity Trap
    5. The Three Forces and the New HR Model
    6. Summary
    7. Questions
12. Chapter 9: Waking Sleeping Giants: The Importance of Empowering Employees
    1. The Empowered Employee: The Key to Driving Peak Performance
    2. Citrix Systems Inc.: Cultivating a Culture of Empowerment
    3. Adapting to a Mobile Workforce
    4. Employee Engagement and Its Linkage to Empowerment
    5. A Professional Development Journey
    6. Reinvention and the Individual
    7. The Learning Organization’s Connection to Movement and Change
    8. The Importance of Infusing New Blood into Your Organization
    9. Employees Driving Shareholder Value
    10. Tapping Employee Resources to Enhance Value
    11. Do They Have a Dog in the Fight?: Engagement through Creating a Compelling Vision
    12. Seizing the Opportunity at Hand: A Message to Employees
    13. Summary
    14. Questions
    15. References
13. Chapter 10: The Shining Moment: Unlocking the Potential and Promise of the Twenty-First Century
    1. Henry Ford: Riding the Wave of Converging Forces
    2. Our World Then and Our World Now
    3. The Call for Transformation
    4. Mastering Change Matters More Now than Ever Before
    5. Enhanced Capabilities Driving Change
    6. Human Beings: Our Greatest Natural Resource
    7. Man’s Coming of Age
    8. What Will Be Our Lasting Legacy?
    9. The Way of the WORLD: REVISITING the Core Elements and Forces
    10. The Emerging Steward: Why Organizations Must Lead from the Edge
    11. The Masters of Our Fate
    12. Summary
    13. References
14. About the Author
15. About the Companion Web Site
16. Index
17. End User License Agreement