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Value-led Organizations: Chapter Summaries                  Order your copy  

Chapter 1


Introduction to Value-Led Organizations
A number of changes are impacting on organizations today including: increased stakeholder activism; technological enhancements; higher levels of personal investment; greater informational requirements; globalization; stronger scrutiny of board practices. These changes are creating a need for organizations to clarify their values, purposes, and goals. There are increasing external pressures on organizations from shareholders, regulators and employees to be value-led. It is important that organizations understand what it means to be value-led and to seek out a number and variety of role models.


Chapter 2


What is a Value-Led Organization?
A value-led organization focuses on value. A value-led organization manages for value. Stewardship or care is the hallmark for value leadership. Value leadership applies to all types of organizations. The principles of value leadership are long-standing. Being value-led is multidimensional. Value-led organizations strive to be value-led in as pervasive and integrative a way as possible. In reality, not all value-led organizations are value-led in every dimension at all times.


Chapter 3


The Evolution of Value Concepts for Organizations
The evolution of value concepts for organizations comes from diverse sources. Corporate finance, risk analyses, business ethics and business law, financial and management accounting are all important disciplines with implications for value-led organizations. Miller, Modigliani, Markowitz, Sharpe, Black, and Scholes are some of the pioneers of value-related concepts in corporate finance. GM and GE were very early adopters in the 1920s and 1950s respectively of value-based metrics and compensation concepts.


Chapter 4


The E-Dimension of Value-Led Organizations
With the advent of the Internet, value-led organizations are faced with new issues and opportunities. Value-led organizations must carefully weigh all aspects of e-strategy implementation. The valuation and assessment of e-commerce benefits and costs is more complicated than many organizations realize. Value-led organizations use the availability of the new technology as an opportunity to address both old and new organizational problems.


Chapter 5


The Impact of Globalization on Value-Led Organizations
Assessment of culture is critical to successful implementation of global strategies. Value-led firms establish policies on a number of dimensions when entering foreign markets. Globalization complicates measurement issues and these issues must be addressed to ensure good decision making. Globalization has expanded the opportunities for value-led firms to benefit from multiple alliances and partnerships.


Chapter 6


Current and Evolving Issues for Value-Led Organizations
There are a number of controversial topics and key issues for value-led organizations today. Board composition and board size is an area of controversy. Value-led organizations continue to be challenged to maximize value through diverse boards, workforces, and supplier participation. Reward structures continue to evolve. Value-led organizations use value-led metrics for compensation and are starting to consider more carefully the mix of fixed and variable pay. Metrics are continuing to evolve with human capital and options issues at the forefront. Investor pressures continue to push organizations to be value-led. Value-led organizations are recognizing the need for and benefits of education in value-related topics. Value-led organizations understand the need to provide the platform where a changing workforce can prosper. There is much work to be done and value-led organizations are the ones that will take up and meet the challenge.


Chapter 7

Value-Led Organizations in Practice
Being value-led depends on leadership, but can only be successful if it is embraced by every single employee in an organization. The stimulus, and the decision which follows it, will be different, and will come at a different time, provoke a different response, and last for a different period, in every company. This chapter looks at the ways in which a number of value-led companies have responded to that challenge, exploring the examples of ten organizations, including: Prudential Insurance; Kmart; Bank One; Honda; Halma.

Chapter 8

Key Concepts and Thinkers
Value-led pioneers and organizations have developed a language which defines value concepts. Get to grips with this lexicon through the ExpressExec glossary in this chapter, which also covers key concepts and key thinkers.

Chapter 9

Resources for Value-Led Organizations
There are many excellent reference works which describe value-based philosophies, processes and techniques. This chapter identifies the best resources in books, articles, magazines, and websites on value concepts and on value-led organizations.

Chapter 10

The Steps to Making Value-Led Organizations Work
Every organization can be value-led. The steps to becoming value-led require ethics and courage, which we call "leadership will." An organization should reinforce its actions with the appropriate measures and rewards. There are ten elements that make value-led organizations work.

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