Project Title : Achieving the Value-Added Organization
Table of Contents
3. Methodology / Procedure
4.1 What is Value-Added?
4.2 How is it measured?
5. Why is Value-Added important to Organization
6. Characteristics of an Value-Added Organization
7. Techniques for a value-added organization
8. Crafting a Strategy to Create and Capture Value (focus on human resource issues)
6.1 It Begins with Leadership
- Strategic Thinking / Navigating with Vision
- Connect people with value creation
- Changing Organizational Architecture to Create Value
- Decision Authority, the Level of Empowerment, and Centralization vs Decentralization
6.2 Developing an Engaged Workforce
6.3 Initiating, Motivating, and Managing Change
6.4 Knowledge and Incentive in Organizations
6.5 Performance Evaluation
6.6 Compensation Structure
6.7 The Process of Management Innovation.
6.8 Capturing the Value Created
9. Challenges / Conclusion
(Cracking the value code) - Part III page xx(Cracking the value code) - Part III page xx
The global business environment is changing faster than ever. We are living in an era where businesses constantly need to reshape their ideas merely to survive. But to achieve sustained success it is not sufficient merely to manage existing operations better: businesses need to do things radically different to secure a competitive advantage
At the most fundamental level of competitiveness are the equalizers. Companies want to be as good as everyone else. They seek ways to close the gap between themselves and everyone else in the industry. Equalizers have a lot of catching up to do. The next level of competitors are the differentiators. They want to be better than the rest of the pack. They seek ways to expand the gap between themselves and everyone else in the industry. The highest level competitor is the value added peak competitor. These organizations...