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Business Models for Teams: See How Your Organization Really Works and How Each Person Fits In di [Clark, Tim, Hazen, Bruce]
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Lunghezza: 270 pagine Word Wise: Abilitato Miglioramenti tipografici: Abilitato
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Recensione

“An easy read with a powerful punch. This is a tremendously practical and thoughtfully insightful tool for leaders seeking to harness the untapped potentialof their teams.”
—GENERAL STANLEY McCHRYSTAL, author of Team of Teams

Business Models for Teams covers how I’ve coached inside Google with the Canvas—and more.”
—BRIAN K. HANEY, program manager, Google Cloud Platform Support Team

“An excellent compendium of actionable tips for anyone looking to strengthen their teams.”
—SCOTT BELSKY, entrepreneur, investor, author of Making Ideas Happen

“This is what innovation demands: ways to get team members themselves to enthusiastically define and execute business models.”
—NICOLAS BURKHARDT, CEO, Kopfspringer GmbH, Germany

“Finally! A practical way to link individual actions to enterprise aims.”
—JAIME SCHETTINI, leadership and career coach, Brazil

Sinossi

Are you frustrated by...

• Explaining and re-explaining what people on your team should do?
• Solving problems that others should be able to solve for themselves?
• Supervising and micromanaging, rather than strategizing and leading?

Business Models for Teams will help you overcome these problems. It applies the same simple visual tools that made Business Model Generation and Business Model You so popular and successful around the world. In fact, this book may be the last teamwork toolkit you will ever need!

Most leaders over-rely on verbal and written communications. But that approach is outmoded in today’s systems-driven world. Instead, the Business Model Canvas visually depicts how your team really works and how each person fits into the overall mission. It enables people to recognize what needs doing at any given moment—without being asked.

Dettagli prodotto

  • Formato: Formato Kindle
  • Dimensioni file: 102202 KB
  • Lunghezza stampa: 270
  • Numeri di pagina fonte ISBN: 0735213356
  • Editore: Portfolio (27 giugno 2017)
  • Venduto da: Amazon Media EU S.à r.l.
  • Lingua: Inglese
  • ASIN: B01M7X06DI
  • Da testo a voce: Abilitato
  • X-Ray:
  • Word Wise: Abilitato
  • Miglioramenti tipografici: Abilitato
  • Media recensioni: Recensisci per primo questo articolo
  • Posizione nella classifica Bestseller di Amazon: #16.028 a pagamento nel Kindle Store (Visualizza i Top 100 a pagamento nella categoria Kindle Store)
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Amazon.com: 4.3 su 5 stelle 13 recensioni
1 di 1 persone hanno trovato utile la seguente recensione
5.0 su 5 stelle Build Your Enterprise Network Model 14 luglio 2017
Di Mitch Spiegel - Pubblicato su Amazon.com
Formato: Copertina flessibile Acquisto verificato
The originator of the Business Model Canvas and co-author of Business Model Generation wrote the forward for this book. He recounted the story of the discovery and later use of nine business model elements in the canvas. My view follows.

Several decades ago, the concept of strategic thinking arose, usually consisting of a half dozen to a dozen elements. The number chiefly depended on the developer’s method of clustering together the components of an organization’s strategy by identifying its core competencies and driving force.

Nine elements are most frequently used in canvas modeling efforts, although a range of options can be found. The nine element canvas is used in this book for all internal operation teams (WE) and individual (ME) canvas types, as well as for hybrid (WE) to (WE) alignment canvases. Connected together, the canvases form a network model of the entire organization.

Exercises with teams and individuals help detect the extent to which any or all of the models that comprise the network, can be in or out of alignment with each other. Examples and case studies are provided in the book to demonstrate canvas uses.

Executive teams (WE) and individual leaders (ME) usually employ various kinds of coaches, who facilitate optimal leadership behaviors and norms. Coaching sessions can inform the creation of the executive team and leader personal business models.

The enterprise network collaboration ecosystem is evolving. Major growth drivers of the market include increased focus of organizations on making business processes efficient and robust. Effective collaboration. communication, knowledge sharing, and employee engagement are needed among various teams, including widespread use of social networks. Team canvas applications support modeling needs.

Most readers, teams, and their members will likely not have their own personal business models on hand. However, nearly 500 million users of LinkedIn or other professional social networks, can easily transfer their necessary profile highlights from their professional networks to an initial version of a personal business model canvas.

The businessmodelsforteams.com and businessmodelyou.com websites contain several Group/CV/Resume canvas discussions and tools.. As a co-creator of the Teams book, I participated in a number of website discussion forums for book chapters.
2 di 2 persone hanno trovato utile la seguente recensione
5.0 su 5 stelle Working together, we can usually do more -- and do it better was well as faster – than any one of us could. 10 luglio 2017
Di Robert Morris - Pubblicato su Amazon.com
Formato: Copertina flessibile
One of Tim Clark and Bruce Hazen’s most valuable insights is the “Me to We” approach that guides and informs the adoption of what they characterize as a “Bigger Theory of Work.” Case in point: They wrote this book in collaboration with 225 contributors from 38 countries. It is no coincidence that most of the companies that are annually ranked among those most highly admired and best to work for are also annually ranked among those most profitable with the greatest cap value in their industry segment. This is no coincidence. However different these companies are in most respects, all of them are governed by a mindset based on third-person PLURAL pronouns.

The “Me-to-We” approach accelerates a transition from asking “What’s in it for me?” to asking “What’s best for us and our company?” More specifically, here’s what the approach involves:

1. Participants design personal business models.
2. They then design their team model.
3. Next, they integrate individual contributions within their team model.

Clark and Hazen explain HOW. (Check out the presentation of “The Business Model Canvas” on Page 27.) With regard to the aforementioned ““Bigger Theory of Work,” it does not define work to be done in terms of jobs; rather, in terms of [begin italics] roles [end italics].

Moreover, this theory views work not in terms of organizational structure but in terms of [begin italics] business models [end italics] that “describe what am organization actually does, for whom, and how its elements are related.” These elements may be separate but they are also interdependent.

One of the most substantial benefits of “The Business Model Canvas” is that it can be used to create a “systems view” of organizations at three levels: enterprise, team, and individual. “An [begin italics] enterprise business model [end italics] shows how an entire organization creates and delivers value to customers outside the organization. A [begin italics] team business model [end italics] shows how a group creates and delivers value. A [begin italics] personal business model [end italics] shows how an individual creates and delivers value...Think of the three levels as a stacked tier with the enterprise model on top. Viewing an organization this way reveals workplace interdependencies and begins imparting a sense of relatedness to people who may be accustomed to thinking of work in terms of proscribed ‘jobs’ that rarely transcend group or functional boundaries. This is where people begin discovering how an organization really works – and how they fit in.”

That’s terrific advice for business leaders who now struggle to avoid or dismantle so-called “silos”...most of which are usually disguised as human beings...as well as for business leaders within organizations that are increasingly more multicultural and/or more international in nature and scope.

I presume to suggest that the information, insights, and counsel that Tim Clark and Bruce Hazen provide in collaboration with 225 contributors from 38 countries – and the brilliant way in which this material is organized and presented — can accommodate teams that consists of people in the same company, of course, but also teams with members from outside the given company such as customers, strategic allies, and even (yes) competitors.

Also, Perhaps most important of all, this material can also be relevant, indeed invaluable to all manner of teams that consist of people in collaboration with machines.

I offer a hearty "Bravo!" to Keiko Onodera whose contribution of design skills is of the very highest quality and value.

Most human limits are usually self-imposed so it would be a serious mistake, perhaps a fatal mistake, to limit the nature and extent of the “We” when adopting a “Bigger Theory of Work.”

Those who share my high regard for this book are urged to check out Enterprise Architecture As Strategy: Creating a Foundation for Business Execution, co-authored by Jeanne W. Ross, Peter Weill, David Robertson and published by Harvard Business Review Press.
2 di 2 persone hanno trovato utile la seguente recensione
5.0 su 5 stelle Finally, Business Model TACTICS - how to make the Strategy actually work 12 luglio 2017
Di Bob Fariss - Pubblicato su Amazon.com
Formato: Formato Kindle
Until now, Business Models have enjoyed great popularity in part because they promote a creative, strategic view of how business works. Working on a Business Model Canvas is a wonderful, empowering, Strategic experience. But then reality hits as a beautifully crafted idea crashes into the brick wall we know as OTHER PEOPLE. How do we deal with all those others who just don't get it? This is a book about those tough, demanding, Tactical situations business leaders need to address to make their model actually work. For those familiar with the Business Model Canvas, it's a journey on the left side of the Value Proposition.

For those that aren't familiar with the BM Canvas, the book first serves as a quick and easy introduction to the methodology; which can later be used to also introduce it to the others involved in making you valuable, your TEAM. That covers the enterprise. The individual is next with a similar introduction to Personal Business Models, only greatly extended from "Business Model YOU" with the addition of how to model Professionalism. One of the book's propositions is that leaders don't have to manage their people. If they can help them manage their own professionalism, the people will manage themselves. As one of the book's many co-creators, I have worked for over a year with this paradigm shift. It's a big deal and if you think you know how to implement Business Models, without this insight, you don't. But with it you have a path to ALIGNMENT between the enterprise and the individual.

That path involves much more than skills. It also takes a communicative style. There is a section of the book specifically discussing topic this but more importantly the authors have taken the real world tactical experiences of the co-contributors and included them in their examples. I personally found that paying attention to the styles presented was often more valuable than the method being illustrated. If you are going to buy the book, get your money's worth by using it to source both skills and styles.
0 di 4 persone hanno trovato utile la seguente recensione
1.0 su 5 stelle Keeps crashing 1 luglio 2017
Di Kid - Pubblicato su Amazon.com
Formato: Formato Kindle Acquisto verificato
Kindle book Keeps crashing
2 di 2 persone hanno trovato utile la seguente recensione
5.0 su 5 stelle A bigger theory of work 13 luglio 2017
Di Cheryl Sykes - Pubblicato su Amazon.com
Formato: Copertina flessibile
Let's face it; the world is changing. People - and not just younger generations - no longer want to be told what to do and how to do it. They want autonomy and choice, they want to contribute and they want to feel connected to others - even if they're working remotely. And they want what they do at work to matter.

The writing of this book is an exemplar of these concepts. It was written under the leadership of co-authors Tim and Bruce with the contribution of 225 individuals across 38 countries. The book embodies both leadership and collaboration; the need for direction in concert with an openness to encourage independent thought; an environment where respectful communication and intelligent debate are the standard.

Like many in the new world of work, the co-creators of this book (of which I am honoured to be one), worked across time zones and language differences; we contributed, not for the typical reward motive but because together we were working on something meaningful; something we could connect with. Something that was greater than the sum of individual contributions.

Sounds like a great model for an organisation doesn't it?

But it's not just applicable to writing a book. Read the book and you'll find case studies about organisations who've created better ways of working; where individual, team and organisational goals are aligned and where together, they all achieve more.
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