INDEX
Learning, 251 Lucent Technologies, 20, 41–45, 54, 69–70, 132 Lutz, Bob, 211–12, 235–36 Management resource reviews (MRRs), 157, 158 Management skills, 173 Market segment mapping, 192–93 Market share, 187 Matsushita (co.), 263 McGinn, Richard, 20, 41–43, 45 McNerny, Jim, 121 Media One, 181 Micromanagement, 27 Microsoft, 195 Milestones, 197–98 Motorola, 110, 203 Nardelli, Bob, 122–23 National Association of Corporate Directors, 20 Nobel Prize winners, 32 Nokia (co.), 110 Norris, Paul, 111 Nortel (co.), 42, 44 Ollila, Jorma, 110 Operationalizing culture, 89–91 Operations process, 22, 23, 25, 268 art of trade-offs, 249–51 building budget in three days, 231–33 building plan, 244–49 contingency plans, 257–58 follow-through, 254–60 goals to live by, 260–64 importance of synchroniza tion, 234–36 link with people and strategy processes, 148–49, 217–22, 226–51 outcomes, 251–54 quarterly reviews, 258–60 sound assumptions and realis tic goals, 236–44 Optical gear, 43
Palmisano, Samuel, 20 PCs (personal computers), 16, 17–18, 203–4 People process, 22, 23, 25, 26–27, 107–8, 267 and behavior of leaders, 146–47 candid dialogue, 172–77 Continuous Improvement Summary, 152–54 dealing with nonperformers, 163–66
failures, 141–43
Leadership Assessment
Summary, 150–51, 152 linking human resources to business results, 166–72 link with strategy and opera tions processes, 148–49, 212, 217–22 matching right person with right job, 144–45 retention risk, 154–55 succession depth, 154, 155 See also Personnel Perot, Ross, 47 Personal connection, 64–65 Personnel, 50–51, 80–81 doers as preferred employees, 119–21 honest appraisals, 131–36 lack of knowledge about, 113–14 lack of right people in right job, 113–18 leaders’ lack of personal com mitment, 118 meeting commitments, 131–34 nonperformers, 115–16, 163–66 psychological comfort factor, 116–18 putting right people in right job, 109–37
quality of, 109–10
See also People process
Pfeiffer, Eckhard, 15–16, 20 Pfizer (co.), 200–201 PLM Solutions, 51 Poses, Frederic M., 111
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