Leading Value Creation [electronic resource] : Organizational Science, Bioinspiration, and the Cue See Model /
Barney, M.author.
Every business discipline has a unique vantage point on value creation and destruction, and while specialists have devised solutions, leaders rarely use them because of the inherent complexity in trying to understand which parts fit together to help them achieve goals. The result is a sort of business 'Tower of Babel' for practicing leaders and organizational scientists alike. Leading Value Creation fills this void as the first book to take organizational science and place it into one coherent and useful model. Barney integrates vastly different areas of organizational science into his Cue See Model, which builds upon his experience developing global leaders at companies like Motorola, Merck, and Infosys. The model is a way to help leaders better create value and mitigate risk. It highlights the flow of value across four perspectives quality, cost, quantity, and cycle time, and also looks across levels of analysis for a holistic view on the bottlenecks to value creation as the best focal point for organizations to succeed. Barney provides numerous practical examples from pharmaceuticals to barbershops, and summarizes six empirical studies demonstrating the model's usefulness.
Description based upon print version of record.
Cover; Half-Title; Title; Copyright; Dedication; Contents; List of Figures; List of Tables; Acknowledgments; Introduction; 1 Mother Nature, Supermodel; 2 Business Models of Value Creation; 3 Intangibles, Tangibles, and Value Creation; 4 Overview of the Cue See Model; 5 Leadership and the Cue See Model; 6 Applying the Cue See Model; 7 Value Creation in Perspective; Appendix: Bioinspired Parasite Details; Notes; Bibliography; Index
Includes bibliographical references and index.
Every business discipline has a unique vantage point on value creation and destruction, and while specialists have devised solutions, leaders rarely use them because of the inherent complexity in trying to understand which parts fit together to help them achieve goals. The result is a sort of business 'Tower of Babel' for practicing leaders and organizational scientists alike. Leading Value Creation fills this void as the first book to take organizational science and place it into one coherent and useful model. Barney integrates vastly different areas of organizational science into his Cue See Model, which builds upon his experience developing global leaders at companies like Motorola, Merck, and Infosys. The model is a way to help leaders better create value and mitigate risk. It highlights the flow of value across four perspectives quality, cost, quantity, and cycle time, and also looks across levels of analysis for a holistic view on the bottlenecks to value creation as the best focal point for organizations to succeed. Barney provides numerous practical examples from pharmaceuticals to barbershops, and summarizes six empirical studies demonstrating the model's usefulness.
Leadership.
Organization.
Planning.
Business mathematics.
International business enterprises.
Behavioral economics.
Operations research.
Decision making.
Business Strategy/Leadership.
Organization.
Business Mathematics.
International Business.
Behavioral/Experimental Economics.
Operations Research/Decision Theory.