The 2008 Pfeiffer Annual：The 2008 Pfeiffer Annual : Leadership Development, CD-ROM Included 下载 pdf 百度网盘 epub 免费 2025 电子书 mobi 在线

This comprehensive resource includes an international panel of contributors who are leading academics and practitioners in the field. Their combined wisdom has created the most authoritative and up-to-date source for new ideas, tools, models, and contemporary practices in leadership development. This unique series is a world-class resource for all practitioners, teachers, and students of leadership development. Topics include:

Trends in Leadership Development

Learning Methods (How Leaders Learn)

Special Challenges and Innovations

Leadership Development for the Board of Directors

Ensuring Learning Transfer and Application

Creating Post Program Learning Communities

Creating the Business Case for Leadership Development

Embedding Learning at Work

Accelerating the Leadership Development of Hi-Potentials

Developing Global Leaders

Acknowledgments.

Introduction: What’s Next in Leadership Development? (Jim Noel and David Dotlich).

SECTION 1: HISTORY OF LEADERSHIP DEVELOPMENT.

　1 Where We’ve Been: Leadership Development in the 20th Century (Jim Noel and David Dotlich).

SECTION 2: DEFINING THE FIELD.

　2 Why Are There Not Enough Leaders in Companies Today? (Stephen H. Rhinesmith).

　3 Who Really “Owns” Leadership Development? (Robert A. Stringer).

　4 Developing Leaders of Substance (Ram Charan).

　5 Why Is Leadership So Important and Formal Leadership Development Not? (Tim Sullivan).

SECTION 3: DEVELOPING GLOBAL LEADERS.

　6 The Evolution of Leadership Development at Novartis (Frank Waltmann). 　

　7 Achieving Success in the Globalization of Leadership Development (Eric Olson).

　8 Developing Global Leaders Through Action Learning (Alice Portz).

SECTION 4: APPROACHES TO LEADERSHIP DEVELOPMENT.

　9 Developing Customer-Centric Leaders (Thomas R. Knighton).

　10 Building Marketing Excellence (Jean-Claude Larreche, Mario Castaneda, and Zohra Jan Mamod).

　11 Time Warner Creative Leadership Summit (Vera Vitels).

　12 Be the One: The LEADToshiba Experience (Anthony V. Codianni and Terry Kristiansen).

　13 The Quest for 20:20 Vision: Developing HR Leaders at Luxottica (Ken Meyers).

　14 What Women Executives Need from Leadership Development Programs (Marijo Bos).

　15 Creating Real Employee Engagement (Alaric Mostyn).

　16 Leading Across Boundaries: Adventures in the “White Spaces” at General Mills (Kevin D. Wilde).

　17 Bank of America: Winning the Growth Challenge (Brian Fishel).

SECTION 5: METHODOLOGIES.

　18 Coaching Leadership Transitions (Jim Sutton).

　19 Executive Assessment for Succession Planning and Development: A Sequenced Process and a Few Helpful Hints (Adam Ortiz).

　20 Do Leadership Competencies Defi ne Effective Leadership? (Jill Conner).

　21 Transition Support: Best Practices from the Field (Stacey E. Philpot).

　22 Action Learning: Creating Leaders Through Work (Jim Noel and David Dotlich).

SECTION 6: CREATIVE APPROACHES TO DEVELOPING LEADERS—PUSHING THE BOUNDARY.

　23 Leader as Storyteller (Chatham Clarke Sullivan).

　24 The Leader as Poet: A Consideration of What Poetry May Have to Offer Organizational Leadership (Juan Mobili).

　25 Choices in Work and in Life (Neil M. Johnston).

　26 The Leading Brain: An Exercise in Self-Coaching (Agnes Mura).

　27 Leading in the Matrix of Today: Integrating Body/Mind/Spirit (Ginny Whitelaw).

　28 Somatics and Leadership (Susan Nichols).

　29 Learning from World-Class Athletes in Managing Performance: Achieving Personal Leadership Excellence Through P6PROP (Christian Marcolli).

　30 The Shaping of Successful Careers (Norman Walker).

SECTION 7: A LOOK TO THE FUTURE.

　31 The Future of Leadership Development (Jim Noel and David Dotlich).

Contributors.

About the Editors.

How to use the CD-ROM.

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蓝海战略的基石是价值创新；

蓝海原则一：重定市场边界

1.跨越他择性行业（可口可乐的竞争对手不仅仅是百事可乐，而是所有饮品）

2.跨越战略集团【产业中一组战略相似的企业】（豪华车宝马别光想着跟奔驰对掐，惦记着经济车的市场）

3.跨越买方链（注意事实：购买者不一定是使用者，甚至包括影响者。胰岛素卖医生->卖病人）

4.跨越互补性产品和服务项目【使用你的产品之前、之中、之后都有哪些需要】（买尿布&啤酒）

5.跨越针对卖方的功能与情感导向【功能导向结合情感导向】（上班族的快速理发：情感->功能）

6.跨越时间【洞悉未来趋势】（苹果）

蓝海原则二：注重全局：先战略再战术，战术【完全】服务于战略

布局图【分拆业务项目】

· 绘制现有布局图和对手布局图，分析比对；

· 实地调查，确定增删加减的元素；

· 听取顾客意见，修改布局图；

· 根据战略推出战术，战术的执行必须符合战略；

先战略再战术，杜绝单从战术层面看提案都有理的问题，不易陷入隔空打炮的逻辑辩论。在蓝海战略确定后，所有战术的提出都应服务于之前的战略，不符合的立即排除。

蓝海原则三：超越现有需求（拉拢非顾客）

非顾客的三个层次：

1.仍购买你的产品，但思想上属于非顾客；

第一层次的非顾客对你产品有不满，但由于客观因素仍在使用，同时他们在寻找替代方案；贴近这部分非顾客，了解他们的不满存在于哪些方面，根据需求调整战略布局；

2.知道你的产品，但拒绝购买；

现有的产品不可接受或没有接受能力。了解他们拒绝产品的主要理由，找到共同点，结合战略分析；

3.不知道你的产品；（牙齿增白属于牙医->牙膏）

结合上述互补性和他择性路径；

蓝海原则四：正确的战略顺序

买方效用（客户愿不愿意买单？） -> 价格 -> 成本 -> 接受（蓝海的实施能否被接受？内部&合作伙伴）

定价策略：大众价格走廊

三种他择性产品：形式、功能、目标

上限定价：高度法...

而当一个企业的价值曲线没有重点，它就容易拥有高成本结构，其商业模式在实施和执行中也显得复杂。当价值曲线不能另辟蹊径时，一个企业的战略就是“我也是”型，无法在市场中脱颖而出。而当战略缺乏令买家印象深刻的主题句时，它就可能是以企业内部条件和需求为先导，这正是为创新而创新，缺乏商业潜力和自然增长能力的典型例子。

2 注重全局而非数字(战略布局图----重点突出，另辟蹊径，语言概括 PMS业务方向图)

在红海中， 产业边界是明晰和确定的， 游戏的竞争规则是已知的 。 身

处红海的企业试图表现得超过竞争对手， 以攫取已知需求下的更大市场

份额。 当市场空间变得拥挤， 利润增长的前景随之黯淡。 产品只是常规

性的商品， 而割喉式的恶性竞争使红海变得更加血腥。

与之相反， 蓝海则意味着未开垦的市场空间、 需求的创造以及利润高速

增长的机会。 尽管有些蓝海是在现有的红海领域之外创造出来的， 但绝

大多数蓝海是通过扩展已经存在的产业边界而形成的， 正如太阳马戏团

所做的那样。 在蓝海中， 竞争是无关的， 因为游戏规则还有待建立。

在红海领域中击败竞争者始终是重要的。 因为红海一直存在， 并将始终

是现实商业社会的一部分。 但随着越来越多的行业出现供大于求的现象

时， 对市场份额的竞争虽然必要， 但已不足以维持良好的业绩增长 。

企业需要超越竞争。 为了获得新的利润和增长机遇， 企业必须开创蓝

海。

价值创新是蓝海战略的基石。我们把它称作价值创新，是因为，在这种战略逻辑的指导下，你不是把精力放在打败竞争对手上，而是放在全力为买方和企业自身创造价值飞跃上，并由此开创新的无人争抢的市场

空间，彻底甩脱竞争。

如果没有企业能长盛不衰，而同一家企业，有时可能很英明，有时则会犯错误，那么在我们探寻上乘表现和蓝海形成背后的根本原因时，“企业”似乎不是合适的分析单位。

编辑推荐

作者简介：

　　The Editors

James L. Noel is an independent consultant and leadership coach. He is the former manager of Executive Education and Leadership Effectiveness at GE's famed Leadership Institute in Crotonville, New York, and later Citibank's vice president of executive development. He is the coauthor of three books on leadership, including The Leadership Pipeline with Ram Charan and Steve Drotter and Leadership Passages with David Dotlich and Norman Walker.

David L. Dotlich, Ph..D., is a senior partner with Oliver Wyman, a founder of The Executive Learning Center, and formerly was president of Mercer Delta Consulting. He consults to executive committees, CEOs, and senior leaders in the areas of leadership, business and talent strategy, and executive coaching with companies such as Johnson & Johnson, Nike, Nordstrom, UBS, Bank of America, Sara Lee, Target, and Norvartis. Dr, Dotlich was formerly corporate vice president of human resources for Honeywell International, Inc., and is the coauthor of six best-selling books, including Why CEOs Fail, Unnatural Leadership, Leadership Passages, and Head, Heart, and Guts: How the World's Best Companies Develop Complete Leaders.