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Becoming a Strategic Leader - Center for Creative Leadership by Richard L. Hughes

By Richard L. Hughes

In the second one variation of the best-selling Becoming a Strategic Leader, Richard L. Hughes, Katherine Colarelli Beatty, and David L. Dinwoodie draw from the guts for artistic Leadership's (CCL) acclaimed prime Strategically software to provide executives and bosses a entire method of strategic management that reaches leaders in any respect degrees of organizations.

This completely revised version concentrates on functional instruments for generating effect without delay. The authors position distinctive emphasis on 3 crucial strategic elements: learning and prioritizing strategic drivers, which ascertain sustainability and competitiveness; management technique, which ignites the connections among humans serious to enacting the company technique; and the way to foster the person and organizational studying that's foundational to sustained performance.

The authors and different management improvement execs have used the exact and systematic technique defined during this e-book with nice good fortune in CCL's best Strategically application. the second one version additionally comprises more desirable self-assessments that aid to align the book's classes realized with the program's present practices.

Readers will locate clean feedback approximately constructing the person, group, and organizational talents wanted for associations to develop into extra adaptable, versatile, and resilient. those are serious strategic attributes in a time of ever extra swift swap, higher uncertainty, and globalization.

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Extra resources for Becoming a Strategic Leader - Center for Creative Leadership

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Phase Two: Partnership] 2003: Neoforma is a leading supply-chain management solutions provider for the healthcare industry. Through a unique combination of technology, information, and services, Neoforma provides innovative solutions to over 1,450 hospitals and suppliers, supporting more than $8 billion in annualized transaction volume. [Phase Three: Brand] Learning How to Get There. 2, is critical to the learning-process framework. It includes a focus on key strategic drivers and the business and leadership strategies necessary to satisfy those drivers.

Phase Two: Partnership] 2003: Neoforma is a leading supply-chain management solutions provider for the healthcare industry. Through a unique combination of technology, information, and services, Neoforma provides innovative solutions to over 1,450 hospitals and suppliers, supporting more than $8 billion in annualized transaction volume. [Phase Three: Brand] Learning How to Get There. 2, is critical to the learning-process framework. It includes a focus on key strategic drivers and the business and leadership strategies necessary to satisfy those drivers.

Despite the advice of Mintzberg, and despite the emphasis on organizational learning by Senge (1990) and others, we find in our work with executives that strategy is not often thought of as a learning process. In fact, when we ask executives to describe how strategy is crafted in their organizations, we get long descriptions of off-site retreats with agendas filled with rigorous steps and analyses. The outcome of such a retreat is often a strategic plan that is so long and involved it fills binders and weighs down shelves.

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