The Go-Kart Organization

A Guide to Superior Performance for Mid-Sized Companies Willing to Scale Up

Contributi
Alex Fontana, Alberto Grando
Collana
Livello
Testi per professional
Dati
pp. 124,      1a edizione  2019   (Codice editore 1060.302)

The Go-Kart Organization A Guide to Superior Performance for Mid-Sized Companies Willing to Scale Up
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In breve

An innovative approach to business modelling and organizational design for companies willing to win the competitive race in the “new normal” world, based on the kart metaphor: superior road control, speed, simplicity, openness and risk propensity.

Presentazione del volume

An innovative approach to business modelling and organizational design for companies willing to win the competitive race in the "new normal" world, based on the kart metaphor: superior road control, speed, simplicity, openness and risk propensity.
Simplicity, agility, speed, openness, directness and responsiveness are the key attributes of a kart, but also the recipe for success in many businesses. Today's organizations are starving for those attributes, no matter the size or the industry: successful and innovative business modelling should incorporate them.
This is essentially the aim of the book: to apply - through the kart-model - the principles of frugality and "unredundancy", adopting a holistic approach to business modeling.
What is described in the book - the principles, models, tools, examples - best fit either growing and ambitious or distinctive mid-sized organizations, rather than large, global, multidimensional ones. Nonetheless, also large organizations could adopt the 'kart model', at divisional or business unit level, where and when there is a need to be simple and fast, and where the competitive advantage resides in speed and time, rather than large capital assets or on other more traditional components. This is also why the Book showcases corporate stories through cases to prove this point: most of these stories reference typical mid-sized companies that have built their success through adopting the 'kart principles'. They were not aware that they were doing this, but today they have become race track champions exactly because they did it.
The Authors develop their theory by focusing on:
• Driving in "the new normal" or how to deal with a business world that is becoming increasingly complex by adopting new principles and approaches to simplify business modelling;
• The "kart value wheel": value creation, competitive advantage, leadership style, Frugality and Organizational Unredundancy. How to shape your organization like a kart, to achieve speed and simplicity and win the race;
• Focus on what really matters to build long lasting relationships with your customers while reinforcing people affiliation, motivation and faith to drive a superior alignment;
• Execute a STRATICS(c) approach: Strategy and Tactics "All-in-One";
• The implicit risks of the kart model and the expected benefits.

Gianni Camisa is the Chief Operating Officer of NEOSPERIENCE, an innovative Digital player specializing in DCX digital customer experience and digital marketing. He is also the Founder and Managing Principal of NTGConsulting, a Digital Advisory Firm. He graduated with a Law degree from the University of Milan (Italy) and holds an MBA from SDA Bocconi School of Management (Italy). He has held C-Level positions in domestic and global IT companies at divisional or corporate level, managing sales, delivery, operations and staff activities. For many years he has been exploring, for professional and academic reasons, service marketing, service business modelling, digital transformation and the impact of new technologies on organizations. He is a Visiting Professor of Consulting and IT Services Management at IESEG School of Management (France).

Antonio Giangreco is Full Professor of Human Resources Management and Associate Dean for International Relations at IESEG School of Management (France). He holds a Bachelor degree from Mercy College (USA), an MSc from the University of Trento (Italy), an MBA from SDA Bocconi School of Management (Italy), and a Ph.D. from the London School of Economics (UK). He is an expert in issues related to human resources management and organizational change, performance assessment and training. He has published articles and contributions in leading international journals such as The International Journal of HRM, European Journal of Operational Research, Personnel Review, European Management Review and European Management Journal.

Indice

About the Authors
Alberto Grando, Preface
Alex Fontana,
Introduction
Preamble
Fun at the Kart-Racing Track
The Business Race Track
(Driving in the 'New Normal'; VUCA, TUNA world: No matter what you call it, you need to be a black-belt at 'sense-and-respond')
The Business Analogy
(The "kart value wheel" for modern business; The four pillars of a Kart Organization; What organizations and businesses can achieve by implementing a kart approach)
Kart, an Open Vehicle: Value is Evident
(Make business value evident and tangible; Frugality and Organizational Unredundancy: The key attributes of a kart organization; The potential outcomes of a Frugal/Unredundant Organization; Focus on what really matters to build people affiliation, motivation and faith)
Traction and Handling
(Be close to the field, customers and operations; Speed as a competitive advantage: Organizations that 'scale up on time'; Openness, risk propensity and change; Learning, reacting to change and adapting to increase value)
The Flip Side... Really?
(The Kart-Model sweet spot; The Kart-Model space within large organizations: Skunk-Works (c)!)
The Engine of an Organization that has no Rearview Mirror, or Reverse Gear
(The gearbox: Kart business modelling; STRATICS: Strategy and Tactics; The key role of the board: A governance model that is close to operations; You cannot go forward while looking in the rearview mirror - There is none)
The Steering Wheel and Telemetry: Experience and Data
(Being frugal does not mean being naive: Business telemetry; Kart-companies are frugally data driven)
Drivers and Mechanics - Hands-on Leadership
(Drivers - Leaders; Mechanics - Fixers)
Implicit Risks with a Kart Organization
(Blinded by tactics; Reduced innovation and marketing drive; Small is beautiful; Too short-term oriented to care about development)
Conclusions - SO WHAT?
(How to win the race; Turn your people into your engine; Brand your company like a racer; Design your strategy and execution model to deliver lasting, sustainable value)
Credits
Bibliography and References.




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