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Preface ix Part One The Performance Pipeline Concept Introduction Dealing with Pervasive Uncertainty 3 1 Defining Your Performance Pipeline 21 Part Two Expected Results at Every Level of Leadership 2 Enterprise Chief Executive Officer: Perpetuating the Enterprise 47 3 Group Managers: Portfolio of Businesses 71 4 Business Managers: Short-Term and Long-Term Profit 93 5 Function Managers: Competitive Advantage 113 6 Managers of Managers: Productivity 129 7 Managers of Others: The Enablers 147 8 Self-Managers: Delivering the Products and Services 175 Part Three Successful Implementation of the Performance Pipeline 9 Creating a Context for Performance 201 10 Enabling Layer Transitions 225 11 Implementing Your Performance Pipeline 245 Tool 1: Actual Performance Pipeline from Company E 261 Tool 2: Interview Questions 279 Acknowledgments 285 The Author 287 Index 289
Stephen Drotter is CEO of Drotter Human Resources, a global company that specializesin CEO succession; executive assessment, selection, and development; and enterprise-level organization design. He was one of the original designers of GE's succession planning process and ran human resources at INA Corporation and Chase Manhattan. He has a degree in economics from Amherst College. He is coauthor of The Leadership Pipeline and The Succession Planning Handbook for the Chief Executive.
'The text is a good read and has a lot to offer to the 2012 world of UK retail financial services.' (Financial Adviser, 31st May 2012)