PPT-Review Chapter 4 Beyond Strategy: Culture

The business world analogy Good strategies matter plans ways of doing things Culture matters more shared values beliefs behaviors Companies with positive cultures outperformed companies with negative cultures. . 12. CORPORATE CULTURE . AND . LEADERSHIP. :. KEYS . TO . GOOD STRATEGY . EXECUTION. (c) 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.. EXECUTION—ANOTHER PATH . TO COMPETITIVE . ADVANTAGE. Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. .. McGraw-Hill/Irwin. LO1. Gain command of what managers must do to build an organization capable of good strategy execution.. About Work Effects. Our Mission. Over 20 years of experience in leadership and organizational development. WE hold expertise in creating the right:. Metrics. : “You can’t change what you can’t measure!”. About Work Effects. Our Mission. Over 20 years of experience in leadership and organizational development. WE hold expertise in creating the right:. Metrics. : “You can’t change what you can’t measure!”. Meetings Details. (DRAFT) October 12, 2016 (DRAFT). 1. The Timeline. 2. Date. Action. August 2, 2016. Present draft . options . to . GIT 6. . Solicit input for revisions.. August . 30, . 2016. Present revised draft . Kerlick. Bryan . Fetterman. Reece Macdonald. Molly Murdock. John Fletcher. Chapter 1: Good is the Enemy of Great. After writing the book “Built to Last,” it was brought to Collins’s attention that the book didn’t tell companies how to become great, so he decided to do some research.. Jonathan Kiser . Daniel Trejo. Daniel Hansen. Blake . Hiett. Introduction. Will learn of the ways in which strategy is realized in practice. Learn of the 3 key factors (organizational structure, culture, & systems) and how they shape strategy. Chapter 2. Strategy and Performance. Michael Simpson. Andrew Vargas. Meghan Davidson. Justin Pickard. Introduction. “Carefully crafted strategies often only deliver a fraction of their promised financial value.”. LEARNING OBJECTIVES. THIS CHAPTER WILL HELP YOU UNDERSTAND:. The key features of a company’s corporate culture and the role of a company’s core values and ethical standards in building corporate culture. @simontarry76. 2. Live nation entertainment. 3. Ticketmaster international. 4. Ticketmaster international. 5. Ticketmaster international. 174. ENGINEERS. 45. 37. 32. 19. 31. TICKETMASTER INTERNATIONAL. Cultural Values. Core Values..(p103). How Do Values Link to Consumer..(p105). Chapter . 7. The Yin and Yang of Marketing and Culture. Cultural Movement..(p108). High and Low Culture..(p112). Cultural Formulae..(p113). ISACA Wellington: 2014 Strategy Background ISACA’s vision: Trust in, and value from, information and information systems ISACA’s mission: For professionals and organisations be the leading global provider of : Competitive Strategy. Steps of Strategic Management Process. Ch. 4 & 5. Ch. 6, 7, & 8. Ch. 9 & 10. Ch. 11. What is . the goal?. Where will we play. How will we win in chosen markets?. What capabilities must be in place to win?. . People, Leadership, and Culture. Bongsun Kim. Korea University Business School. Steps of Strategic Management Process. Ch. 4 & 5. Ch. 6, 7, & 8. Ch. 9 & 10. Ch. 11. CEO Characteristics - Strategy Fit.