SwitchPoints
Culture Change on the Fast Track to Business Success
(Sprache: Englisch)
Over the past four years, Canadian Nation Railway has risen to the top of North American railroads, becoming a favourite among customers and investors alike. S witchPoints tracks the way in which a "top down" culture change turned the business around and...
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Produktinformationen zu „SwitchPoints “
Over the past four years, Canadian Nation Railway has risen to the top of North American railroads, becoming a favourite among customers and investors alike. S witchPoints tracks the way in which a "top down" culture change turned the business around and offers a series of takeaway methods as for leaders to apply in their own organisations.
Klappentext zu „SwitchPoints “
Praise for SwitchPoints"SwitchPoints is great reading for anyone in a leadership role. The lessons on theimportance of culture are clear and transferable. I highly recommend this book." --William R. Johnson, Chairman, President, and CEO, H.J. Heinz Company
"Any successful service business is the result of both sound management and good leadership--qualities epitomized by Hunter Harrison and the team that transformed CN from an economic laggard to the leader in its field." --Frederick W. Smith, Chairman and CEO, FedEx Corporation
"SwitchPoints is a fascinating account of how the proper use of resources and technologies can be beneficial to everyone, including workers. The sweeping changes at CN Rail were awkward and difficult to accept at first, but have influenced the renewal of rail transport across the continent." --Buzz Hargrove, National President, Canadian Auto Workers
"SwitchPoints is a powerful blueprint for transformational change for any leader who faces seemingly insurmountable organizational challenges, including the one to either perish or persist." --John Dineen, President and CEO, GE - Transportation
"The transformation of Canadian National Railway from industry laggard to industry leader is a remarkable story. SwitchPoints offers a fascinating look at how Hunter Harrison led the CN team to accomplish that transformation." --Wick Moorman, CEO, Norfolk Southern Corporation
Inhaltsverzeichnis zu „SwitchPoints “
List of Illustrations.Foreword.
Preface.
Acknowledgments.
Introduction: A Broken Culture.
The Culture of Early Quits.
A New Trip Plan.
Switchpoints.
Spiking the Switch.
Part I: Building One of North America's Top Railroads.
Chapter 1: The Road to Best-in-Class.
Chapter 2: Culture Change on the Fast Track.
Part II: Clarifying the Vision.
Chapter 3: CN's Five Guiding Principles.
Chapter 4: The Culture of Precision Railroading.
Part III: Choosing the Right Switchpoints.
Chapter 5: How to Change CN's Culture?
Chapter 6: Creating a Culture of Discretionary Performance.
Chapter 7: Creating Q4 Leaders to Drive Change.
Part IV: Selecting the Tools for Change.
Chapter 8: The Science of the ABCs.
Chapter 9: The Commanding Power of Consequences.
Chapter 10: The ABC Toolkit.
Part V: Aligning the Switches.
Chapter 11: Finding a Champion.
Chapter 12: Testing the Business Case.
Chapter 13: Gaining Visible Sponsorship: The CEO's Essential Role.
Chapter 14: Learning from a Strike.
Chapter 15: Planning the Trip.
Chapter 16: Making the Case for Change.
Chapter 17: Expanding Sponsorship.
Part VI: Assessing Switchpoints' Impact.
Chapter 18: Applying the ABCs: Dressed & Ready.
Chapter 19: Early Wins with the ABCs.
Chapter 20: Demonstrating Q4 Leadership Through the ABCs.
Chapter 21: Life or Death Leadership.
Chapter 22: Sawing Our Way to Improvement.
Part VII: Spiking the Switches.
Chapter 23: Leadership Competencies to Support the Change.
Chapter 24: Performance Scorecards for Unionized Employees.
Chapter 25: Learning through the Railroad MBA.
Chapter 26: Hunter Camps Develop Leaders.
Chapter 27: The Power of
... mehr
Consistency (17 out of 17).
Chapter 28: Developing Internal Consultants.
Chapter 29: Sustaining Culture Change.
Chapter 30: Sharing Our Story.
Chapter 31: Improving Relations with Our Unions.
Part VIII: Learning from Our Journey.
Chapter 32: Top 10 Tips for Leaders Using the ABC Methodology.
Chapter 33: The Culture Change We Achieved.
Chapter 34: The Final Word.
Notes.
About the Authors.
About the Companies.
Index.
Chapter 28: Developing Internal Consultants.
Chapter 29: Sustaining Culture Change.
Chapter 30: Sharing Our Story.
Chapter 31: Improving Relations with Our Unions.
Part VIII: Learning from Our Journey.
Chapter 32: Top 10 Tips for Leaders Using the ABC Methodology.
Chapter 33: The Culture Change We Achieved.
Chapter 34: The Final Word.
Notes.
About the Authors.
About the Companies.
Index.
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Autoren-Porträt von Johnson, Dakens, Morse
Judy Johnson, PhD, a Partner with the Continuous Learning Group (CLG), applies behavioral science to help leaders create environments that dramatically improve organizational performance and profitability. Johnson coaches executives on personal leadership and executing strategies through pinpointing key behaviors that lead to success.Les Dakens, retired Senior Vice President of People for CN, was responsible for strategic direction of CN's Human Resources and Labour Relations in North America and worldwide. Prior to joining CN, Dakens was Vice President of Human Resources for the North American division of the H.J. Heinz Company.
Peter Edwards, Vice President of Human Resources for CN, is responsible for human resources, culture change, implementation, leadership, and organizational development. He assisted CN's CEO in writing two landmark books for employees and designed CN's "Railroad MBA" program.
Edward (Ned) Morse, a Senior Partner with CLG, offers three decades of experience helping Fortune 500 executives develop and implement business-critical strategies. Morse has worked with clients in transportation, petrochemicals, food service, healthcare, engineering, telecommunications, insurance, pharmaceuticals, and retail.
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