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When Knowledge Takes the HelmAutor: Lukas Michel Perspectives on Performance, Volume 11, Issue 2, 2014, pages 20-22 |
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The Performance TriangleAutor: Lukas Michel Perspectives on Performance, Volume 10, Issue 3, 2013, Page 8 Buch Vorstellung |
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The Performance TriangleAutor: Lukas Michel Perspectives on Performance, Volume 10, Issue 1, 2012, Page 8 To win in an increasingly dynamic, ambiguous, and volatile environment, leadership teams in most industries must be agile – flexibly react to early signs and act on them quickly. In the increasingly complex operating environment of an organization where stakes on even small decisions are high, leaders need to rely on employees at the periphery to make decisions... |
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Control Tomorrow's Decisions Through Today's DesignAutor: Lukas Michel Perspectives on Performance, Volume 6, Issue 2, 2008, Page14 Decisions drive performance. The challenge is that the control of decisions requires design. As the “big” systems in organizations, formal decision making provides leaders with an integrated mechanism to address measurement, information, feedback, learning, strategy, implementation, beliefs and boundaries. With an appropriate design, such management systems are well aligned with the type of ownership, the strategy, the structure, the leadership style, the degree of decentralization, and the nature of the industry. ... |
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Organizing the CEO's Sphere of PowerAutor: Lukas Michel and Patricia Seemann CriticalEye Online, June-August 05 CEOs distribute decision making responsibilities throughout an organization with their management systems. Such systems need to go beyond fixed decision making and control mechanisms and empower employees to use their experience and judgment. To encourage “smart” decisions, CEOs need “smart” management systems that let them exercise power with more traction, greater flexibility and reduced complexity. These systems can be configured in a systematic way to improve an organization’s performance. .... |
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Das CEO BüroAutor: Patricia Seemann and Lukas Michel BILANZ "Prozesse" l Beilage: Scorecard Das Themenmagazin für Führungskräfte l Juni 2008, Seiten 36-37 CEO haben drei Ziele: die richtigen Entscheidungen zum richtigen Zeitpunkt zu treffen und dafür zu sorgen, dass die Firma das ebenfalls kann; alle Aktivitäten und Funktionen der Firma zu integrieren; die eigene Zeit stets sinnvoll einzusetzen. Um das zu erreichen, ist ein gut durchdachtes CEO Office von entscheidender Bedeutung. Wir beschreiben, wie man dies erreicht. ... |
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Do You Need a Chief of Staff?Autor: Patricia Seemann American Executive, June 2009 The CEOs we work with tell us they need to do three things: 1. Make good decisions In a big organization, these goals are by no means easy to achieve. Most CEOs do not have much of an infrastructure to help them systematically manage these challenges. This is tough on them and on the management team that needs to interact with them. ... Download von American Executive |