Paying the personal price for performance
Linder, Jane
Paying the personal price for performance - 2000
Notes that no firm can rest on its competitive laurels. Opines that winning companies must know how to change, not just their products and services, but their business models. Suggests that it requires learning, becoming a learning organization and building a culture of learning. Indicates that executives must be willing to face the cost: threatening, gut-wrenching, personally invasive change, not just for the rest of the firm, but for the leaders themselves.
Paying the personal price for performance - 2000
Notes that no firm can rest on its competitive laurels. Opines that winning companies must know how to change, not just their products and services, but their business models. Suggests that it requires learning, becoming a learning organization and building a culture of learning. Indicates that executives must be willing to face the cost: threatening, gut-wrenching, personally invasive change, not just for the rest of the firm, but for the leaders themselves.