Karl Albrecht - The Northbound train: finding the purpose, setting the direction, shaping the destiny of your organization
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The Northbound train: finding the purpose, setting the direction, shaping the destiny of your organization
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Albrecht argues there is an identity crisis epidemic in the business world. Pressured by changes in customers, in technology, in business structures, and in global trade, organisations are struggling to sift through the factors, define themselves, and make a profit in the process. This book presents a thought-stirring process for how to develop a vision and a direction for a company and how to communicate that vision in a compelling way to everyone in the organisation. Readers learn how to develop a strategic success model made up of: vision and mission statement; core values; a competitive strategy; a unified concept for creating customer value; and a distillation of these elements to a few critical focus areas. Who are we? What are our real aims? What value do we create? This book should help provide the answers.
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Finding the Purpose Setting the Direction Shaping the Destiny of Your Organization
Karl Albrecht
amacom American Management Association New York Atlanta Boston Chicago Kansas City San Francisco Washington, D.C Brussels Mexico City Tokyo Toronto
Page iv
This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional service. If legal advice or other expert assistance is required, the services of a competent professional person should be sought.
Library of Congress Cataloging-in-Publication Data
Albrecht, Karl. The Northbound train: finding the purpose, setting the direction, shaping the destiny of your organization / Karl Albrecht. p. cm. Includes bibliographical references and index. ISBN 0-8144-0233- x 1. Organizational effectiveness. 2. Strategic planning. 3. Customer service. I. Title. HD58.9.A447 1994 658. 4 ' 012dc2093-49388 CIP
1994 Karl Albrecht. All rights reserved. Printed in the United States of America.
This publication may not be reproduced, stored in a retrieval system, or transmitted in whole or in part, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of AMACOM, a division of American Management Association, 1601 Broadway, New York, NY 10019.
Printing number
10 9 8 7
Page v
Contents
Preface
vii
1 Quo Vadis: Why Organizations Are Losing Their Way
1
There Will Always Be a Sears, IBM, and General Motors... ? Shock Waves and Shock Wave Riders Road Map to Nowhere: The Price of Confusion Vision, Illusion, or Hallucination? The Northbound Train: The Power of a Common Cause
2 Beyond Executive Management: The Call for Leadership
22
The Crisis of Meaning The Hand at the Helm Service Leadership: To Lead Is to Serve Customer-Focused Leadership: The Service Triangle Mobilizing Intelligence: Collective Smartness or Dumbness?
3 Learning the New Rules of the Game
39
Finding the Driving Patterns New Structural Options Three Business Models: Pre-Capitalist, Capitalist, and Post-Capitalist From Organization to Enterprise
4 The Design of Meaning: Piecing Together the Strategy Puzzle
57
Myths and Misconceptions About Setting Direction From Planning to Futuring The Strategic Success Model: Connecting the Dots The Strategy Formulation Process: Building the Model
5 The Environmental Scan: What's Going On Out There?
72
Environmental Intelligence: Your Crystal Ball The Eight Critical Environments Reading Your Crystal Ball
6 The Organizational Scan: Who Are We?
80
Historicizing: How the Enterprise Became What It Is What Are We Really Good At? How Do We Think? What Do We Reward,
Page vi
Punish, and Condone? Are We a Team? Do We Learn and Develop? Are We Well Led? Are We Committed?
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