By Jane C. Linder

ISBN-10: 0814409172

ISBN-13: 9780814409176

ISBN-10: 0814409636

ISBN-13: 9780814409633

Probably the explanation such a lot of well-intentioned administration projects fall brief is simply because normal "best perform" tools merely support managers keep away from failure, instead of produce surely stunning effects. Jane Linder proposes a brand new means of handling. From constructing a digital truth simulator for underwater mining gear to saving an Ohio oil refinery from closure, "Spiral Up" offers debts of daily undertaking champions who've produced breathtaking effects ...and indicates readers tips on how to do a similar.

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Extra resources for Spiral Up: and Other Management Secrets Behind Wildly Successful Initiatives

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He offered the game as a professional development experience to the public school teachers in town—who just happened to have the workers’ children in their classes. He even arranged to pay for their time. He brought in a benchmarking professional from Solomon Associates and two Darden School professors that he knew. Monus chuckled. The first activity in the workshop is to go around the room, introduce yourself, and say why you are here. ’’ The next person said, ‘‘I’m Mrs. ’’ The next person says, ‘‘I’m Mr.

16518$ $CH2 08-08-07 09:58:11 PS PAGE 24 LOCKED IN LIMA ◆ 25 BP eventually acquired two other offshoots from the original Standard Oil family, Amoco and Arco, bringing it to $240 billion in highly profitable revenues in 2005, the second largest oil company in the world behind Exxon (see Figure 2-1 for BP financial results and Figure 2-2 for historical operating statistics). In the early 1990s, however, when Schaefer took on commercial responsibility for the Midwest and Gulf Coast refining system, the outlook was not nearly so sanguine.

I will go back over the four main points. ’’ The questioner was stunned, since his ‘‘class clown’’ tactics had always generated murmurs of approval from his compatriots in the past. This time was different. After I gave my reply, the rest of the audience started asking all these really good questions, such as what would it take, how would it work, how can we help you. If I had planted that guy in the audience, it couldn’t have worked better. All the employees who normally sit on the fence swung their weight toward the new strategy that day.

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Spiral Up: and Other Management Secrets Behind Wildly Successful Initiatives by Jane C. Linder


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