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There is significant evidence that an effective organizational culture provides a major competitive edge—higher levels of employee and customer engagement and loyalty translate into higher growth and profits. Many business leaders know this, yet few are doing much to improve their organizations’ cultures. They are discouraged by misguided beliefs that an executive’s tenure and an organization’s attention span are too short for meaningful transformation. James Heskett provides a roadmap for achievable and fast-paced culture change. He demonstrates that an effective culture supplies the trust that makes managing change of all kinds easier. It provides a foundation on which changes in strategy can be based, and it’s a competitive edge that can’t easily be hacked or copied. Examining leading companies around the world, Heskett details how organizational culture makes employees more loyal, more productive, and more creative. He discusses how to quantify its effects in order to sell the notion of culture change to the organization and considers how to preserve an organization’s culture in the face of the trend toward remote work hastened by the COVID-19 pandemic. Showing how leadership can bring about significant changes in a surprisingly short time span, Win from Within offers a playbook for developing and deploying culture that enables outsized results. It is a groundbreaking demonstration of organizational culture’s role as a foundation for strategic success—and its measurable impact on the bottom line.
Book Synopsis Win from Within by : James Heskett
Download or read book Win from Within written by James Heskett and published by Columbia University Press. This book was released on 2022-01-04 with total page 274 pages. Available in PDF, EPUB and Kindle. Book excerpt: There is significant evidence that an effective organizational culture provides a major competitive edge—higher levels of employee and customer engagement and loyalty translate into higher growth and profits. Many business leaders know this, yet few are doing much to improve their organizations’ cultures. They are discouraged by misguided beliefs that an executive’s tenure and an organization’s attention span are too short for meaningful transformation. James Heskett provides a roadmap for achievable and fast-paced culture change. He demonstrates that an effective culture supplies the trust that makes managing change of all kinds easier. It provides a foundation on which changes in strategy can be based, and it’s a competitive edge that can’t easily be hacked or copied. Examining leading companies around the world, Heskett details how organizational culture makes employees more loyal, more productive, and more creative. He discusses how to quantify its effects in order to sell the notion of culture change to the organization and considers how to preserve an organization’s culture in the face of the trend toward remote work hastened by the COVID-19 pandemic. Showing how leadership can bring about significant changes in a surprisingly short time span, Win from Within offers a playbook for developing and deploying culture that enables outsized results. It is a groundbreaking demonstration of organizational culture’s role as a foundation for strategic success—and its measurable impact on the bottom line.
Book Synopsis Corporate Culture for Competitive Edge by : Charles Hampden-Turner
Download or read book Corporate Culture for Competitive Edge written by Charles Hampden-Turner and published by . This book was released on 1994 with total page 272 pages. Available in PDF, EPUB and Kindle. Book excerpt:
Book Synopsis Corporate Culture for Competitive Edge by : Charles Hampden-Turner
Download or read book Corporate Culture for Competitive Edge written by Charles Hampden-Turner and published by . This book was released on 1990 with total page 182 pages. Available in PDF, EPUB and Kindle. Book excerpt:
The contribution of culture to organizational performance is substantial and quantifiable. In The Culture Cycle, renowned thought leader James Heskett demonstrates how an effective culture can account for 20-30% of the differential in performance compared with "culturally unremarkable" competitors. Drawing on decades of field research and dozens of case studies, Heskett introduces a powerful conceptual framework for managing culture, and shows it at work in a real-world setting. Heskett's "culture cycle" identifies cause-and-effect relationships that are crucial to shaping effective cultures, and demonstrates how to calculate culture's economic value through "Four Rs": referrals, retention, returns to labor, and relationships. This book: Explains how culture evolves, can be shaped and sustained, and serve as the organization's "internal brand." Shows how culture can promote innovation and survival in tough times. Guides leaders in linking culture to strategy and managing forces that challenge it. Shows how to credibly quantify culture's impact on performance, productivity, and profits. Clarifies culture's unique role in mission-driven organizations. A follow-up to the classic Corporate Culture and Performance (authored by Heskett and John Kotter), this is the next indispensable book on organizational culture. "Heskett (emer., Harvard Business School) provides an exhaustive examination of corporate policies, practices, and behaviors in organizations." Summing Up: Recommended. Reprinted with permission from CHOICE, copyright by the American Library Association.
Book Synopsis The Culture Cycle by : James L. Heskett
Download or read book The Culture Cycle written by James L. Heskett and published by FT Press. This book was released on 2012 with total page 385 pages. Available in PDF, EPUB and Kindle. Book excerpt: The contribution of culture to organizational performance is substantial and quantifiable. In The Culture Cycle, renowned thought leader James Heskett demonstrates how an effective culture can account for 20-30% of the differential in performance compared with "culturally unremarkable" competitors. Drawing on decades of field research and dozens of case studies, Heskett introduces a powerful conceptual framework for managing culture, and shows it at work in a real-world setting. Heskett's "culture cycle" identifies cause-and-effect relationships that are crucial to shaping effective cultures, and demonstrates how to calculate culture's economic value through "Four Rs": referrals, retention, returns to labor, and relationships. This book: Explains how culture evolves, can be shaped and sustained, and serve as the organization's "internal brand." Shows how culture can promote innovation and survival in tough times. Guides leaders in linking culture to strategy and managing forces that challenge it. Shows how to credibly quantify culture's impact on performance, productivity, and profits. Clarifies culture's unique role in mission-driven organizations. A follow-up to the classic Corporate Culture and Performance (authored by Heskett and John Kotter), this is the next indispensable book on organizational culture. "Heskett (emer., Harvard Business School) provides an exhaustive examination of corporate policies, practices, and behaviors in organizations." Summing Up: Recommended. Reprinted with permission from CHOICE, copyright by the American Library Association.
Right now, vast amounts of time and money are being invested all round the world in building global brands and organisations. But where are the global leaders who will lead them? Leaders who can cross cultural boundaries: between east and west, and north and south; between faiths and beliefs; between public, private and voluntary sectors; and between the generations? Where are the leaders who can lead in what Julia calls the “magnet cities” of the world: where the world's most talented young people will convene? Because these people will simply turn their backs on bosses who demand that their teams think and behave alike. The race is on to develop leaders with CQ. And this book is designed to give readers a decisive head start. In the process, Julia has spoken to leaders all round the world, and invited them to tell their own CQ stories: successful and disastrous, serious and funny, poignant, pragmatic and often highly personal. The result is surprising, challenging and frequently uncomfortable (there is no simplistic advice here about how to exchange business cards in the correct local manner). But the ambition is huge. As is the prize for the next generation of leaders who see the opportunity she outlines - and grasp it.
Book Synopsis Cultural Intelligence by : Julia Middleton
Download or read book Cultural Intelligence written by Julia Middleton and published by Bloomsbury Publishing. This book was released on 2014-05-22 with total page 225 pages. Available in PDF, EPUB and Kindle. Book excerpt: Right now, vast amounts of time and money are being invested all round the world in building global brands and organisations. But where are the global leaders who will lead them? Leaders who can cross cultural boundaries: between east and west, and north and south; between faiths and beliefs; between public, private and voluntary sectors; and between the generations? Where are the leaders who can lead in what Julia calls the “magnet cities” of the world: where the world's most talented young people will convene? Because these people will simply turn their backs on bosses who demand that their teams think and behave alike. The race is on to develop leaders with CQ. And this book is designed to give readers a decisive head start. In the process, Julia has spoken to leaders all round the world, and invited them to tell their own CQ stories: successful and disastrous, serious and funny, poignant, pragmatic and often highly personal. The result is surprising, challenging and frequently uncomfortable (there is no simplistic advice here about how to exchange business cards in the correct local manner). But the ambition is huge. As is the prize for the next generation of leaders who see the opportunity she outlines - and grasp it.
Seminar paper from the year 2015 in the subject Business economics - Business Management, Corporate Governance, grade: 1,7, University of applied sciences, Düsseldorf, language: English, abstract: Ever since globalization has started companies have been looking for ways to compete successfully on a global scale. Trends in the global environment such as rapid communication, technology innovation, and global sourcing models requiring to manage cultural differences are still challenging for many industries (cp. Yip, 2003, pp. 1–3). The airline industry being itself a reason for an increasing borderless world also faces these global trends and high competition due to expansion, consolidation, concentration, and alliances. Terrorism and rising costs for fuel, labour, maintenance, and security have not been the only threats for the industry. Also rising customer expectations e.g. regarding comfort, entertainment, experience, convenience, innovation, personalization and value for money require the airline industry to change dynamically. Moreover, airlines face demands for pollution control, corporate social responsibility, and sustainable travel. Rising competition from low-cost carriers is also relevant since their share of global capacity increased to more than 25 % in 2013. So, even if demand for air transportation has grown by an average of 9 % per year since 1960, and global airline revenues reached a new high of US$708 billion in 2013, airlines need to find ways to stand international and global competition as their environment potentially endangers profits and economic survival (cp. Lynes & Dredge, 2006, pp. 122–129; PricewaterhouseCoopers, 2014, pp. 2–3).
Book Synopsis Managing Corporate Culture for International and Global Competitive Advantages in the Airline Industry by : Lisa Guhl
Download or read book Managing Corporate Culture for International and Global Competitive Advantages in the Airline Industry written by Lisa Guhl and published by GRIN Verlag. This book was released on 2016-11-24 with total page 32 pages. Available in PDF, EPUB and Kindle. Book excerpt: Seminar paper from the year 2015 in the subject Business economics - Business Management, Corporate Governance, grade: 1,7, University of applied sciences, Düsseldorf, language: English, abstract: Ever since globalization has started companies have been looking for ways to compete successfully on a global scale. Trends in the global environment such as rapid communication, technology innovation, and global sourcing models requiring to manage cultural differences are still challenging for many industries (cp. Yip, 2003, pp. 1–3). The airline industry being itself a reason for an increasing borderless world also faces these global trends and high competition due to expansion, consolidation, concentration, and alliances. Terrorism and rising costs for fuel, labour, maintenance, and security have not been the only threats for the industry. Also rising customer expectations e.g. regarding comfort, entertainment, experience, convenience, innovation, personalization and value for money require the airline industry to change dynamically. Moreover, airlines face demands for pollution control, corporate social responsibility, and sustainable travel. Rising competition from low-cost carriers is also relevant since their share of global capacity increased to more than 25 % in 2013. So, even if demand for air transportation has grown by an average of 9 % per year since 1960, and global airline revenues reached a new high of US$708 billion in 2013, airlines need to find ways to stand international and global competition as their environment potentially endangers profits and economic survival (cp. Lynes & Dredge, 2006, pp. 122–129; PricewaterhouseCoopers, 2014, pp. 2–3).
The business world is only now beginning to open its eyes to the fact that a powerful corporate culture can generate hard-currency results. But Marty Parker has known this for years. Since 2003, his executive search and cultural assessment firm, Waterstone Human Capital, has focused its recruiting strategy on employee fit and on the best corporate cultures. Each year, the firm’s “Canada’s 10 Most Admired Corporate Cultures” program singles out companies whose cultures have led to measurable growth, increased profits, and a distinct competitive advantage. Now, Parker reveals the best practices of some of the world’s top companies to help you generate extraordinary business results by spearheading cultural change in your own organization. Culture Connection helps you define your vision and gives you invaluable guidance on how to: Set the stage for improved communication, innovation, and performance Provide significant shareholder return Measure and align your organization’s efforts Recruit and retain the best people in your industry Culture Connection is filled with advice from top business leaders, including Clive Beddoe, founding shareholder and chairman, WestJet; Isadore Sharp, founder and chairman, Four Seasons Hotels and Resorts; Darren Entwistle, president and CEO, TELUS Corporation; Marc Tellier, president and CEO, Yellow Pages Group; and Michael McCain, president and CEO, Maple Leaf Foods. These leaders know what they’re talking about: each represents an organization that has been a previous winner of “Canada’s 10 Most Admired Corporate Cultures”, and whose performance has outperformed their peers. In fact, the 2010 winners of Canada’s 10 outpaced the S&P/TSX 60 by an average of 600 percent. Learn their hard-earned lessons with Culture Connection—and establish the kind of culture that seizes and holds the competitive edge.
Book Synopsis Culture Connection: How Developing a Winning Culture Will Give Your Organization a Competitive Advantage by : Marty Parker
Download or read book Culture Connection: How Developing a Winning Culture Will Give Your Organization a Competitive Advantage written by Marty Parker and published by McGraw Hill Professional. This book was released on 2011-11-04 with total page 253 pages. Available in PDF, EPUB and Kindle. Book excerpt: The business world is only now beginning to open its eyes to the fact that a powerful corporate culture can generate hard-currency results. But Marty Parker has known this for years. Since 2003, his executive search and cultural assessment firm, Waterstone Human Capital, has focused its recruiting strategy on employee fit and on the best corporate cultures. Each year, the firm’s “Canada’s 10 Most Admired Corporate Cultures” program singles out companies whose cultures have led to measurable growth, increased profits, and a distinct competitive advantage. Now, Parker reveals the best practices of some of the world’s top companies to help you generate extraordinary business results by spearheading cultural change in your own organization. Culture Connection helps you define your vision and gives you invaluable guidance on how to: Set the stage for improved communication, innovation, and performance Provide significant shareholder return Measure and align your organization’s efforts Recruit and retain the best people in your industry Culture Connection is filled with advice from top business leaders, including Clive Beddoe, founding shareholder and chairman, WestJet; Isadore Sharp, founder and chairman, Four Seasons Hotels and Resorts; Darren Entwistle, president and CEO, TELUS Corporation; Marc Tellier, president and CEO, Yellow Pages Group; and Michael McCain, president and CEO, Maple Leaf Foods. These leaders know what they’re talking about: each represents an organization that has been a previous winner of “Canada’s 10 Most Admired Corporate Cultures”, and whose performance has outperformed their peers. In fact, the 2010 winners of Canada’s 10 outpaced the S&P/TSX 60 by an average of 600 percent. Learn their hard-earned lessons with Culture Connection—and establish the kind of culture that seizes and holds the competitive edge.
Now beyond its eleventh printing and translated into twelve languages, Michael Porter’s The Competitive Advantage of Nations has changed completely our conception of how prosperity is created and sustained in the modern global economy. Porter’s groundbreaking study of international competitiveness has shaped national policy in countries around the world. It has also transformed thinking and action in states, cities, companies, and even entire regions such as Central America. Based on research in ten leading trading nations, The Competitive Advantage of Nations offers the first theory of competitiveness based on the causes of the productivity with which companies compete. Porter shows how traditional comparative advantages such as natural resources and pools of labor have been superseded as sources of prosperity, and how broad macroeconomic accounts of competitiveness are insufficient. The book introduces Porter’s “diamond,” a whole new way to understand the competitive position of a nation (or other locations) in global competition that is now an integral part of international business thinking. Porter's concept of “clusters,” or groups of interconnected firms, suppliers, related industries, and institutions that arise in particular locations, has become a new way for companies and governments to think about economies, assess the competitive advantage of locations, and set public policy. Even before publication of the book, Porter’s theory had guided national reassessments in New Zealand and elsewhere. His ideas and personal involvement have shaped strategy in countries as diverse as the Netherlands, Portugal, Taiwan, Costa Rica, and India, and regions such as Massachusetts, California, and the Basque country. Hundreds of cluster initiatives have flourished throughout the world. In an era of intensifying global competition, this pathbreaking book on the new wealth of nations has become the standard by which all future work must be measured.
Book Synopsis Competitive Advantage by : Michael E. Porter
Download or read book Competitive Advantage written by Michael E. Porter and published by Simon and Schuster. This book was released on 2008-06-30 with total page 592 pages. Available in PDF, EPUB and Kindle. Book excerpt: Now beyond its eleventh printing and translated into twelve languages, Michael Porter’s The Competitive Advantage of Nations has changed completely our conception of how prosperity is created and sustained in the modern global economy. Porter’s groundbreaking study of international competitiveness has shaped national policy in countries around the world. It has also transformed thinking and action in states, cities, companies, and even entire regions such as Central America. Based on research in ten leading trading nations, The Competitive Advantage of Nations offers the first theory of competitiveness based on the causes of the productivity with which companies compete. Porter shows how traditional comparative advantages such as natural resources and pools of labor have been superseded as sources of prosperity, and how broad macroeconomic accounts of competitiveness are insufficient. The book introduces Porter’s “diamond,” a whole new way to understand the competitive position of a nation (or other locations) in global competition that is now an integral part of international business thinking. Porter's concept of “clusters,” or groups of interconnected firms, suppliers, related industries, and institutions that arise in particular locations, has become a new way for companies and governments to think about economies, assess the competitive advantage of locations, and set public policy. Even before publication of the book, Porter’s theory had guided national reassessments in New Zealand and elsewhere. His ideas and personal involvement have shaped strategy in countries as diverse as the Netherlands, Portugal, Taiwan, Costa Rica, and India, and regions such as Massachusetts, California, and the Basque country. Hundreds of cluster initiatives have flourished throughout the world. In an era of intensifying global competition, this pathbreaking book on the new wealth of nations has become the standard by which all future work must be measured.
Organizational culture is a quiet, but driving, influence on our perception of a company, whether as a consumer or as an employee. For instance, we know Southwest Airlines as laid back and friendly. We think of Google as innovative. To almost every well-known company we can assign a character. It is now well recognized that corporate culture has a significant impact on organizational health and performance. Yet, the concept of corporate culture and culture management is too often tantalizingly elusive. In this book, Flamholtz and Randle define culture, identifying and explaining the five key dimensions that determine it: a customer orientation; a people orientation; a process orientation; strong standards of performance and accountability; innovation and openness to change. They explain why culture is a critical factor in organizational success and failure—a key determinant of financial performance. Then, they provide a theoretically sound, highly practical, and field-tested method for managing corporate culture—presenting a set of international and domestic cases that show how actual companies have leveraged culture as the ultimate source of sustainable competitive advantage. In addition to well-known companies such as Starbucks, Ritz-Carlton, American Express, IBM, and Toyota, the text presents lesser known culture stars, such as Smartmatic and Infogix. While other titles on culture have focused too heavily on the organization as a psychological being, or on academic studies of culture as a business lever, Corporate Culture draws on empirics to present a go-to, must-read guide for leveraging corporate culture as a source of competitive advantage and as a means of impacting the bottom line.
Book Synopsis Corporate Culture by : Eric Flamholtz
Download or read book Corporate Culture written by Eric Flamholtz and published by Stanford University Press. This book was released on 2011-04-08 with total page 261 pages. Available in PDF, EPUB and Kindle. Book excerpt: Organizational culture is a quiet, but driving, influence on our perception of a company, whether as a consumer or as an employee. For instance, we know Southwest Airlines as laid back and friendly. We think of Google as innovative. To almost every well-known company we can assign a character. It is now well recognized that corporate culture has a significant impact on organizational health and performance. Yet, the concept of corporate culture and culture management is too often tantalizingly elusive. In this book, Flamholtz and Randle define culture, identifying and explaining the five key dimensions that determine it: a customer orientation; a people orientation; a process orientation; strong standards of performance and accountability; innovation and openness to change. They explain why culture is a critical factor in organizational success and failure—a key determinant of financial performance. Then, they provide a theoretically sound, highly practical, and field-tested method for managing corporate culture—presenting a set of international and domestic cases that show how actual companies have leveraged culture as the ultimate source of sustainable competitive advantage. In addition to well-known companies such as Starbucks, Ritz-Carlton, American Express, IBM, and Toyota, the text presents lesser known culture stars, such as Smartmatic and Infogix. While other titles on culture have focused too heavily on the organization as a psychological being, or on academic studies of culture as a business lever, Corporate Culture draws on empirics to present a go-to, must-read guide for leveraging corporate culture as a source of competitive advantage and as a means of impacting the bottom line.
Manage the 800 pound Gorilla- your corporate culture-or it will manage you Editorial Reviews "Culture matters. What Ford calls the fourth factor is at least as important as products, customers, and cash in getting results and generating shareholder value. Any executive who wants to successfully manage culture should heed the practical advice Ford provides." -Jonathan Schwartz, CEO, Sun Microsystems, Inc. "Ford's wonderful new book on the Gorilla of corporate culture is brilliantly practical, carefully thought out, and clearly written. To mix metaphors, the blind men (and women) can finally begin to see the sides of the elephant when it comes to culture." -Michele Bolton, Author of The Third Shift "Ford has done a great job of creating a book that allows leaders at all levels of the organization to lead more effectively by understanding and managing culture. A must read for executives " -Brian Scudamore, Founder and CEO, 1-800-GOT-JUNK? Book Description Corporate culture is the 800 pound Gorilla in your organization-it does whatever it wants to. You can't ignore it. If you focus only on managing products, customers, and cash, leaving the fourth factor- culture-to take care of itself, your culture may undermine your success in the first three. Managing the fourth factor is crucial to any leader's success and this book will show you how to do that. Failure to manage corporate culture can result in - Inability to change strategic directions more quickly than your competition - A failed merger or joint venture - The isolation of functional silos in the organization. Most executives hate dealing with culture because they don't know how to manage or measure it, let alone change it. So they focus on managing products, customers, and cash, leaving the fourth factor-culture-to take care of itself. All too often, the neglected fourth factor undermines success in the first three. A successful culture provides a competitive advantage that is virtually impossible to duplicate. This will be increasingly important as the global talent shortage becomes more severe. Statisticians estimate that in 2008, approximately 12 million experienced workers will leave the workforce and only 3.5 million new workers will enter the workforce. Your organization needs to be able to attract and retain talent in that market. Managing culture is vital to your ability to do that. Understanding how culture maintains and reproduces itself is the key to managing culture. Dr. Ford provides plenty of real-world examples and specific behaviors to make culture real and visible. And she deals specifically with the pragmatics of managing culture change. In this engaging, practical look at organizations, you'll learn how to take charge of your destiny by managing the fourth factor. Dr. Ford takes culture from a soft, nebulous concept that can't be managed to a strategic asset that must be managed. More Editorial Reviews "Ford has finally provided an answer to every CEOs question: "We've tried everything and the problem persists. What's wrong?" Read The Fourth Factor, and you'll pick up that missing organizational link." -George W. Kessinger, CEO, Goodwill Industries International "This is an important work on a significant subject for serious leaders who want to grow extraordinary organizations. Dr. Ford elaborates with clarity and wisdom about the power of culture in any environment." -Nido R. Qubein, Chairman, Great Harvest Bread Company, President, High Point University About the Author Maverick, entrepreneur, catalyst, leader, sage advisor, change agent. Dr. Linda Ford is all of these. Linda is committed to helping senior executives manage the fourth factor-culture. She consults and speaks on improving business performance. After twenty five years in Silicon Valley, Linda is back home in Texas. She lives in Austin with her cat, Lizzie.
Book Synopsis The Fourth Factor by : Linda Ford
Download or read book The Fourth Factor written by Linda Ford and published by Dog Ear Publishing. This book was released on 2007-09 with total page 177 pages. Available in PDF, EPUB and Kindle. Book excerpt: Manage the 800 pound Gorilla- your corporate culture-or it will manage you Editorial Reviews "Culture matters. What Ford calls the fourth factor is at least as important as products, customers, and cash in getting results and generating shareholder value. Any executive who wants to successfully manage culture should heed the practical advice Ford provides." -Jonathan Schwartz, CEO, Sun Microsystems, Inc. "Ford's wonderful new book on the Gorilla of corporate culture is brilliantly practical, carefully thought out, and clearly written. To mix metaphors, the blind men (and women) can finally begin to see the sides of the elephant when it comes to culture." -Michele Bolton, Author of The Third Shift "Ford has done a great job of creating a book that allows leaders at all levels of the organization to lead more effectively by understanding and managing culture. A must read for executives " -Brian Scudamore, Founder and CEO, 1-800-GOT-JUNK? Book Description Corporate culture is the 800 pound Gorilla in your organization-it does whatever it wants to. You can't ignore it. If you focus only on managing products, customers, and cash, leaving the fourth factor- culture-to take care of itself, your culture may undermine your success in the first three. Managing the fourth factor is crucial to any leader's success and this book will show you how to do that. Failure to manage corporate culture can result in - Inability to change strategic directions more quickly than your competition - A failed merger or joint venture - The isolation of functional silos in the organization. Most executives hate dealing with culture because they don't know how to manage or measure it, let alone change it. So they focus on managing products, customers, and cash, leaving the fourth factor-culture-to take care of itself. All too often, the neglected fourth factor undermines success in the first three. A successful culture provides a competitive advantage that is virtually impossible to duplicate. This will be increasingly important as the global talent shortage becomes more severe. Statisticians estimate that in 2008, approximately 12 million experienced workers will leave the workforce and only 3.5 million new workers will enter the workforce. Your organization needs to be able to attract and retain talent in that market. Managing culture is vital to your ability to do that. Understanding how culture maintains and reproduces itself is the key to managing culture. Dr. Ford provides plenty of real-world examples and specific behaviors to make culture real and visible. And she deals specifically with the pragmatics of managing culture change. In this engaging, practical look at organizations, you'll learn how to take charge of your destiny by managing the fourth factor. Dr. Ford takes culture from a soft, nebulous concept that can't be managed to a strategic asset that must be managed. More Editorial Reviews "Ford has finally provided an answer to every CEOs question: "We've tried everything and the problem persists. What's wrong?" Read The Fourth Factor, and you'll pick up that missing organizational link." -George W. Kessinger, CEO, Goodwill Industries International "This is an important work on a significant subject for serious leaders who want to grow extraordinary organizations. Dr. Ford elaborates with clarity and wisdom about the power of culture in any environment." -Nido R. Qubein, Chairman, Great Harvest Bread Company, President, High Point University About the Author Maverick, entrepreneur, catalyst, leader, sage advisor, change agent. Dr. Linda Ford is all of these. Linda is committed to helping senior executives manage the fourth factor-culture. She consults and speaks on improving business performance. After twenty five years in Silicon Valley, Linda is back home in Texas. She lives in Austin with her cat, Lizzie.
