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The go-kart organization. A guide to superior performance for mid-sized companies willing to scale up
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The go-kart organization. A guide to superior performance for mid-sized companies willing to scale up
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The go-kart organization. A guide to superior performance for mid-sized companies willing to scale up
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go-kart organization. A guide to superior performance for mid-sized companies willing to scale up
Autore:
Editore:
Collana:
Anno edizione:
2019
In commercio dal:
19 luglio 2019
Tipo:
Libro universitario
Pagine:
Brossura
EAN:
9788891787415
Indice
Indice
About the Authors
Alberto Grando, Preface
Alex Fontana, Introduction
Preamble
Fun at the Kart-Racing Track
The Business Race Track
(Driving in the 'New Normal'; VUCA, TUNA world: No matter what you call it, you need to be a black-belt at 'sense-and-respond')
The Business Analogy
(The "kart value wheel" for modern business; The four pillars of a Kart Organization; What organizations and businesses can achieve by implementing a kart approach)
Kart, an Open Vehicle: Value is Evident
(Make business value evident and tangible; Frugality and Organizational Unredundancy: The key attributes of a kart organization; The potential outcomes of a Frugal/Unredundant Organization; Focus on what really matters to build people affiliation, motivation and faith)
Traction and Handling
(Be close to the field, customers and operations; Speed as a competitive advantage: Organizations that 'scale up on time'; Openness, risk propensity and change; Learning, reacting to change and adapting to increase value)
The Flip Side... Really?
(The Kart-Model sweet spot; The Kart-Model space within large organizations: Skunk-Works (c)!)
The Engine of an Organization that has no Rearview Mirror, or Reverse Gear
(The gearbox: Kart business modelling; STRATICS: Strategy and Tactics; The key role of the board: A governance model that is close to operations; You cannot go forward while looking in the rearview mirror - There is none)
The Steering Wheel and Telemetry: Experience and Data
(Being frugal does not mean being naive: Business telemetry; Kart-companies are frugally data driven)
Drivers and Mechanics - Hands-on Leadership
(Drivers - Leaders; Mechanics - Fixers)
Implicit Risks with a Kart Organization
(Blinded by tactics; Reduced innovation and marketing drive; Small is beautiful; Too short-term oriented to care about development)
Conclusions - SO WHAT?
(How to win the race; Turn your people into your engine; Brand your company like a racer; Design your strategy and execution model to deliver lasting, sustainable value)
Credits
Bibliography and References.
About the Authors
Alberto Grando, Preface
Alex Fontana, Introduction
Preamble
Fun at the Kart-Racing Track
The Business Race Track
(Driving in the 'New Normal'; VUCA, TUNA world: No matter what you call it, you need to be a black-belt at 'sense-and-respond')
The Business Analogy
(The "kart value wheel" for modern business; The four pillars of a Kart Organization; What organizations and businesses can achieve by implementing a kart approach)
Kart, an Open Vehicle: Value is Evident
(Make business value evident and tangible; Frugality and Organizational Unredundancy: The key attributes of a kart organization; The potential outcomes of a Frugal/Unredundant Organization; Focus on what really matters to build people affiliation, motivation and faith)
Traction and Handling
(Be close to the field, customers and operations; Speed as a competitive advantage: Organizations that 'scale up on time'; Openness, risk propensity and change; Learning, reacting to change and adapting to increase value)
The Flip Side... Really?
(The Kart-Model sweet spot; The Kart-Model space within large organizations: Skunk-Works (c)!)
The Engine of an Organization that has no Rearview Mirror, or Reverse Gear
(The gearbox: Kart business modelling; STRATICS: Strategy and Tactics; The key role of the board: A governance model that is close to operations; You cannot go forward while looking in the rearview mirror - There is none)
The Steering Wheel and Telemetry: Experience and Data
(Being frugal does not mean being naive: Business telemetry; Kart-companies are frugally data driven)
Drivers and Mechanics - Hands-on Leadership
(Drivers - Leaders; Mechanics - Fixers)
Implicit Risks with a Kart Organization
(Blinded by tactics; Reduced innovation and marketing drive; Small is beautiful; Too short-term oriented to care about development)
Conclusions - SO WHAT?
(How to win the race; Turn your people into your engine; Brand your company like a racer; Design your strategy and execution model to deliver lasting, sustainable value)
Credits
Bibliography and References.
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