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E-raamat: Leadership Strategies in the Age of Big Data, Algorithms, and Analytics

(Norton Paley & Associates, Falls Church, Virginia, USA)
  • Formaat: 308 pages
  • Ilmumisaeg: 03-Feb-2017
  • Kirjastus: Productivity Press
  • Keel: eng
  • ISBN-13: 9781351675734
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Leadership Strategies in the Age of Big Data, Algorithms, and AnalyticsSuurem pilt
  • Formaat: 308 pages
  • Ilmumisaeg: 03-Feb-2017
  • Kirjastus: Productivity Press
  • Keel: eng
  • ISBN-13: 9781351675734
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Harnessing the power of technology is one of the key measures of effective leadership. Leadership Strategies in the Age of Big Data, Algorithms, and Analytics will help leaders think and act like strategists to maintain a leading-edge competitive advantage. Written by a leading expert in the field, this book provides new insights on how to successfully transition companies by aligning an organizations culture to accept the benefits of digital technology.

The author emphasizes the importance of creating a team spirit with employees to embrace the digital age and develop strategic business plans that pinpoint new markets for growth, strengthen customer relationships, and develop competitive strategies. Understanding how to deal with inconsistencies when facts generated by data analytics disagree with your own experience, intuition, and knowledge of the competitive situation is key to successful leadership.
Introduction xv
SECTION I Digital Technology
Chapter 1 Developing Effective Leadership: The Human Interface with Big Data, Algorithms, and Analytics
3(20)
Leading Your Staff and Organization for the Digital Age
7(10)
Digital Technology
7(2)
Competitive Strategy
9(1)
Corporate Culture
10(1)
Organizational Structure
11(1)
Physical
11(2)
Psychological
13(2)
Strategic Business Plan
15(2)
Characteristics of a Successful Leader
17(6)
Levels of Leadership
18(1)
Direct Leadership
18(1)
Organizational Leadership
19(1)
Strategic Leadership
19(4)
Chapter 2 Integrating Business Intelligence and Security with Competitive Strategy
23(20)
Managing Business Intelligence
24(2)
Managing Data Security
26(2)
The People Part of Intelligence
28(4)
Unintentional Agents
29(1)
Competitors' Agents
30(1)
Double Agents
30(1)
Broadcasting Agents
31(1)
Credible Agents
31(1)
Where Your Data Resides
32(4)
Customers
33(1)
Intermediaries
34(1)
Competitors
34(1)
Government/Environment
35(1)
Internal Sources
36(1)
Where Your Data Applies
36(7)
Internal Planning
37(1)
Organizational Procedures and Processes
38(1)
Competitive Strategy
39(1)
Competitive Problems
39(1)
Competitor's Performance
40(1)
Your Company's Performance
40(3)
Chapter 3 Neutralizing a Competitor and Creating a Competitive Advantage
43(20)
Neutralizing a Competitor
49(8)
Weaken the Rival
49(2)
Prepare Successive Campaigns
51(1)
Reduce the Competitor's Effectiveness
52(2)
Make the Campaign Costlier for the Rival
54(1)
Wear Down the Competitor
54(3)
Neutralization Plan
57(6)
SECTION II Competitive Strategy
Chapter 4 Apply Analytics to Concentrate at Decisive Points
63(20)
Origins of Strategy
64(4)
Strategy Applications
68(1)
Concentration
68(5)
Guidelines to Developing and Monitoring Concentration
70(2)
What Lessons Emerge from the Alibaba Case?
72(1)
Strategy Applications for the Small and Midsize Organizations
73(10)
Step 1 Establish a Vision
74(1)
Step 2 Select, Monitor, and Concentrate
75(1)
Step 3 Sustain Innovation
75(5)
Step 4 Deliver Growth
80(3)
Chapter 5 Initiate Speed to Maintain a Digital Advantage
83(20)
Market, Competitive, and Corporate Conditions Related to Speed
85(3)
Implementing Speed
88(3)
Align Big Data with the Corporate Culture
88(1)
Require Managers at All Levels to Submit Proposals Based on Data Analytics
89(1)
Reduce the Chain of Command and Increase the Speed of Communications
89(1)
Maintain Reliable Market Intelligence
90(1)
Uphold Your Indispensable Role as a Leader
90(1)
Barriers to Speed
91(5)
No Confidence by Employees in Their Leader's Ability to Make Accurate Decisions
93(1)
Ineffectual Support from Senior Management
94(1)
Confrontations among Line Managers about Objectives, Priorities, and Strategies
94(1)
A Highly Conservative and Plodding Corporate Culture Places a Drag on Speed
95(1)
Lack of Urgency in Developing New Products to Deal with Short Product Life Cycles
95(1)
Fear of Hardline Competitors Can Damage Morale and Suspend Plans
96(1)
Millennial of the Digital Age
96(7)
Maslow's Hierarchy of Needs
97(1)
Herzberg's Motivation-Hygiene Theory
98(1)
McGregor's XY Theory
98(3)
Speed: A Core Rule of Strategy
101(2)
Chapter 6 Activate Indirect Maneuver to Create Surprise
103(22)
Emotions
107(5)
Anxiety
109(1)
Frustration
109(1)
Stress
110(1)
Fear
110(2)
Activating an Indirect Maneuver
112(13)
Thinking Strategically
112(4)
Destabilizing the Competitor
116(9)
SECTION III Corporate Culture
Chapter 7 Align Big Data with the Corporate Culture
125(18)
Defining Corporate Culture
126(2)
Attributes of a Healthy Corporate Culture
128(5)
Beliefs and Values
128(1)
Employee Treatment and Expectations
129(4)
Developing a Cultural Profile
133(3)
Aligning Big Data with the Corporate Culture
136(7)
Chapter 8 Apply Offensive and Defensive Strategies
143(18)
Advantages and Disadvantages of Defense
145(2)
Relationship between Offense and Defense
147(2)
Applying Offensive and Defensive Strategies
149(7)
Waiting
150(2)
Blocking
152(1)
Moving to the Offensive
153(3)
How Offensive Campaigns Can Fail
156(5)
SECTION IV Organizational Structure
Chapter 9 Evolution of the Modern Organization
161(18)
Evolution of the Modern Organization
163(2)
Frederick Taylor
163(1)
Human Relations School
164(1)
Giants of Industry
165(3)
John D. Rockefeller
166(1)
Henry Ford
166(1)
Alfred P. Sloan
167(1)
Organizational Thinkings and Strategists
168(3)
The Business-Military Connection
169(2)
Organizations: A Panoramic Overview
171(6)
The 1950s
171(1)
The 1960s
172(1)
The 1970s
172(2)
The 1980s
174(1)
The 1990s
175(1)
The 2000s
176(1)
The Age of the Digital Organization
177(2)
Chapter 10 Activate an Agile Organization
179(18)
Agility Links to Preparedness
180(3)
Agility Leads to Effective Performance
183(14)
Quick to Mobilize
183(1)
Nimble
184(1)
Collaborative
184(1)
Easy to Get Things Done
185(2)
Responsive
187(1)
Free Flow of Information
187(1)
Quick Decision Making
188(1)
Empowered to Act
189(1)
Resilient
190(1)
Learning from Failures
190(7)
SECTION V Strategic Business Planning
Chapter 11 Leadership and the Strategic Business Plan
197(26)
Components of a Strategic Business Plan
199(1)
Level 1 Strategic
200(11)
Strategic Direction or Vision
200(4)
Objectives
204(3)
Strategies
207(1)
Portfolio of Products and Services
208(3)
Level 2 Tactical
211(3)
Situation Analysis
212(1)
Historic Performance
212(1)
Competitor Analysis
213(1)
Market Background
213(1)
Market Opportunities
214(1)
Present Markets
214(1)
Targets of Opportunity
215(1)
Objectives
215(3)
Assumptions
215(1)
Primary Objectives
216(1)
Functional Objectives
216(2)
Strategies and Tactics
218(1)
Financial Controls and Budgets
219(4)
Chapter 12 Using Segmentation to Engage Customers and Neutralize Competitors
223(16)
Utilizing the Energy of Digital Marketing
224(3)
Understand Customers
224(1)
Apply Technology
225(1)
Monitor Systems
226(1)
Measure Success
226(1)
Buyer Behavior
227(2)
Employing the Power of Segmentation
229(2)
What Does a Decisive Point or Segment Look Like?
230(1)
Advanced Techniques for Selecting a Market Segment
231(6)
Natural Markets
232(1)
Leading-Edge Markets
233(1)
Key Markets
233(1)
Linked Markets
234(1)
Central Markets
235(1)
Challenging Markets
235(1)
Difficult Markets
236(1)
Encircled Markets
236(1)
Summary
237(2)
Chapter 13 Leadership at the Culminating Point of a Competitive Campaign
239(18)
Culminating Point: Applications
241(6)
Building Morale
247(7)
Morale Interfaces with Innovation
249(2)
Relationship of Morale with Digital Technology
251(3)
Summary
254(3)
Appendix: A Model Program for an Internal Communications Network 257(12)
References 269(2)
Index 271(12)
About the Author 283
Norton Paley has brought his world-class experience and unique approach to business strategy to some of the global communitys most respected organizations.

Having launched his career with publishing giants McGraw-Hill and John Wiley & Sons, Paley founded Alexander-Norton Inc., bringing successful business techniques to clients around the globe including the international training organization Strategic Management Group, where he served as senior consultant.

Throughout his career Paley has trained business managers and their staff in the areas of planning and strategy development, raising the bar for achievement and forging new approaches to problem solving and competitive edge.
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