The Three Laws of Performance
A tried-and-true method for rallying an organization's people around a new vision, as well as suggestions for making the vision stay. When things isn't working well at work, managers are unsure which aspect of the problem to address first. Do they begin by cutting costs? Should they prioritize process improvements? Spend time and money altering the systems in which people function, rather than directly targeting people and their performance, according to the authors, who have helped hundreds of firms and individuals transform and improve. The authors demonstrate that changing everything at once is achievable, with a focus on making such changes permanent and repeatable.
Brand-new For the paperback version, I wrote an introduction. Northrop Grumman, BHP-Billiton, Reebok, Harvard Business School, and many other companies are represented in this book. Two specialists in the sector demonstrate how to achieve substantial transformations. The book lays forth a method for getting all employees to buy into a better vision of the company's new and improved future.
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