A Recipe for Corporate Success , livre ebook

Balboa Press AU - Errol Chadwick , Ken Rogers

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263 pages

English

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Description

This business guide shares a recipe for success for current or aspiring chief executive officers seeking to succeed in challenging times.
Ken Rogers and Errol Chadwick draw on their decades of experience as executive managers, and as consultants to large corporations in this guide to achieving enduring corporate success.
Drawing on their experience with the executives of hundreds of companies across multiple continents, they conclude that with rare exceptions, corporations tend to preserve the status quo – even when it is manifestly not working.
But by following the recipe in this guide, corporate leaders will be able to:
self audit their corporation’s capability to continuously succeed; bolster corporate strategic planning; promote financial discipline throughout the organization; navigate human resources and performance management; motivate employees to succeed; maintain an enviable corporate climate.
The recipe they share—once implemented—will enable a corporation to avoid significant non-productive costs, judicial penalties, and reputational damage. It allows a corporation to remain relevant, cost effective, and operationally efficient.
Whether you’re a top executive or aspiring to serve in that role, the recipe outlined in this guide will help and direct you toward achieving synergies, accomplish corporate objectives, and drive value, and regularly record and report on progress.

Sujets

Organizational Development

Employabilité, métiers et formations

risk management

motivation

Economics

Business

Leadership

Informations

Publié par	Balboa Press AU
Date de parution	03 mai 2022
Nombre de lectures	3
EAN13	9781982294359
Langue	English
Poids de l'ouvrage	1 Mo

Informations légales : prix de location à la page 0,0500€. Cette information est donnée uniquement à titre indicatif conformément à la législation en vigueur.

Extrait

A RECIPE FOR CORPORATE SUCCESS

ERROL CHADWICK AND KEN ROGERS

Copyright © 2022 Errol Chadwick and Ken Rogers.

All rights reserved. No part of this book may be used or reproduced by any means, graphic, electronic, or mechanical, including photocopying, recording, taping or by any information storage retrieval system without the written permission of the author except in the case of brief quotations embodied in critical articles and reviews.

Balboa Press
A Division of Hay House
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Bloomington, IN 47403
www.balboapress.com.au
AU TFN: 1 800 844 925 (Toll Free inside Australia)
AU Local: (02) 8310 7086 (+61 2 8310 7086 from outside Australia)

Because of the dynamic nature of the Internet, any web addresses or links contained in this book may have changed since publication and may no longer be valid. The views expressed in this work are solely those of the authors and do not necessarily reflect the views of the publisher, and the publisher hereby disclaims any responsibility for them.

The author of this book does not dispense medical advice or prescribe the use of any technique as a form of treatment for physical, emotional, or medical problems without the advice of a physician, either directly or indirectly. The intent of the authors is only to offer information of a general nature to help you in your quest for emotional and spiritual well-being. In the event you use any of the information in this book for yourself, which is your constitutional right, the author and the publisher assume no responsibility for your actions.

Any people depicted in stock imagery provided by Getty Images are models, and such images are being used for illustrative purposes only.
Certain stock imagery © Getty Images.

ISBN: 978-1-9822-9434-2 (sc)
ISBN: 978-1-9822-9435-9 (e)

Balboa Press rev. date: 05/02/2022
DEDICATION
This book is dedicated to the memory of A. G. (Tony) Kelly PSM, who was a true believer and consummate CEO, and to A. J. ‘’John’’ Wyndham, Principal of AJ Wyndham and Associates, a valued mentor in the early days and friend.
CONTENTS
Acknowledgement
Foreword
The Authors
Preface
Introduction

Chapter 1 Morale (Organisation Climate)
Chapter 2 Recipe (Formula – Process) Overview
Chapter 3 Inputs (Accountabilities) and Outputs (Performance Objectives)
Chapter 4 Organisation Structure
Chapter 5 Corporate Strategic Planning
Chapter 6 Operational Planning and Budgeting
Chapter 7 Information Management
Chapter 8 Human Resources and Performance Management
Chapter 9 Marketing
Chapter 10 Public Relations, Corporate Image, Government Affairs
Public Relations
Corporate Image
Government Affairs
Chapter 11 Support Business Disciplines
Financial Accounting
Management Accounting
Risk Management
Total Asset Management
Project Management
Chapter 12 Management Practices
Governance
Motivation
Delegation
Internal Communications
Counselling
Ethics
Chapter 13 Role of the Recipe Custodian

Epilogue
Appendices
Appendix 1 – Definition of Terms (Corporate Dictionary)
Appendix 2 – Example Agenda for Team Effectiveness (TE) Session
Appendix 3 – Examples of Inputs (Accountabilities) and Outputs (Performance Objectives) Documents
Appendix 4 – Role of Chairperson, Board Members, and Chief Executive Officer
Appendix 5 – Internal Provider - Purchaser Relationships and Agreed Briefs
Appendix 6 – Example of a Policy for Non Delegated Functions
AppEndix 7 – Example - Inputs and Outputs for the Manager Corporate Strategic Planning. (Head of Discipline)
Appendix 8 – Information Management and Technology Strategy Development
Appendix 9 – Example of an Operational Output for the Marketing Manager (Head of Discipline)
References
Endorsement
ACKNOWLEDGEMENT
Over the span of time taken by the authors in the writing of this book, they have mutually benefited from the support, guidance and professional help provided by Errol’s friend, Sue Turner. This assistance, through her editorial input and encouragement, has been invaluable, and eased the impost of writing a book on top of her and the authors’ otherwise busy lives.
Throughout the book, the work of others and a number of sources have been referred to or drawn upon. The authors wish to further acknowledge this and hereby proffer their appreciation. The references are detailed in the table of references at the end of the book. Any oversight in this regard, whilst unintended, we apologise for unreservedly.
FOREWORD
The New South Wales Government decided to corporatize the Forestry Commission of New South Wales in 1990. The decision sent shock waves through the organization. I had joined the Commission as an undergraduate trainee in 1960, training at Sydney University and the Australian Forestry School in Canberra. I worked all over the state, and by 1990 was the Regional Forester for the Albury Region, the largest in the state, taking in forests from the alpine ash forests and softwood plantations of the western Snowys, through the river red gum and cypress pine forests of the Murray and Murrumbidgee valleys to South Australia.
The decision was profound and stunned the dedicated hard working staff and affected all sections of the Commission. Central to the decision was amalgamation of the Tumut-Tumbarumba and Bathurst- Orange-Oberon softwood plantations into one business unit, in advance of possible privatisation. The 160,000ha estate supplied the biggest sawmills in the nation, along with manufacturers of particleboard, medium density fibreboard and pulp and paper.
The recently appointed Commissioner promptly seconded me to the NSW Treasury, to work with merchant banker consultants on assets, financial structures and the scope of the plantation business, and on organisational arrangements. Fortunately, there was an excellent costing system in place which was to be of enormous benefit in the restructure.
Enter Errol Chadwick who had been engaged to guide us through the difficult process of changing a typical public service culture into a modern-day business. The first meetings with Errol evoked a level of scepticism and disbelief. However, Errol’s process, a recipe for the management of change, had us very engaged, particularly in the areas of accountability, responsibility, and the concept of a senior management team at top level made up of business unit managers, who in turn worked with their own teams on the same basic principles as their general managers. The days of all decision making residing in head office would be over and devolved to where the action was!
Errol’s application of the process, succeeded with the wholesale buy in of leaders at all levels who realised that their skills and professionalism would be recognised and respected, and that a strong level of teamwork could deliver any outcome desired. His training sessions were eagerly anticipated because they presented the opportunity to discuss, dissect and debate his business principles across all parts of the business. During the restructure process I was appointed as GM of the “Softwoods Region” and the government decided to keep the assets in public ownership. I knew that many of the functional managers at regional level were very interested in Errol’s programs. We introduced many of the staff to the same information and the response was deeply gratifying all round, with a powerful team response.
Building off the back of the pre-existing costing system a financial reporting system was put in place, enabling rapid response management of operating and capital expenditure and sales income.
We took a far more engaging position with our customers, and spent time with them in their manufacturing premises, aimed at listening to their needs and concerns. Relationships rapidly improved. We did the same with harvesting and haulage contractors and brought them under our control. Better products and service for the customers and significant revenue gains. Along the way we explained what the restructure was achieving.
We kept local government informed of what was taking place and being achieved. Constructive engagement with LGA’s became a KPI.
Adopting Errol’s business management principles changed my career and the way I operated. Our regional management team became a dedicated trustworthy professional group, and I delegated with great confidence. It gave me the time to plan and develop the business, and explain its functions, products and economic benefits to all sections of the community, from politicians to school kids.
Above all it gave me the opportunity to communicate Errol’s sound business principles to our people, our most valuable asset.
Peter Crowe OAM.
Former General Manager Softwoods
Forestry Corporation New South Wales
THE AUTHORS
Soon after attending Auckland University, Errol Chadwick relocated to Australia, where he commenced consulting in marketing. Following several assignments undertaken in Australia for a European based multinational, he commenced practice in London, providing multinational marketing advice to various Europe based multinational corporations.
Having completed assignments in more than fifty countries, he returned to Australia in the 1970s, and, initially in partnership with John Wyndham, commenced consulting in organisation development. As principal of Chadwick and Associates he has, over the past thirty years, worked with the CEOs and their Executive of many of Australia’s larger corporations ac