Wiley
Wiley.com
Print this page Share
E-book

High Commitment High Performance: How to Build A Resilient Organization for Sustained Advantage

ISBN: 978-0-470-48688-7
283 pages
July 2009, Jossey-Bass
High Commitment High Performance: How to Build A Resilient Organization for Sustained Advantage (0470486880) cover image

Description

"In these economic times this book is more important than ever. A must-read for the leaders of today and tomorrow."

Douglas R. Conant, president and chief executive officer, Campbell Soup Company

Praise for High Commitment, High Performance

"It is seldom that I read a book about leadership and get excited; this one did that to me. The author has found values and aspects of leadership that have worked well for long term execution of strategies. For Boards and CEOs, this is a great book."
—Leif Johansson, president and chief executive officer, Volvo Group

"Resilience promises to be the distinguishing characteristic of companies that will prosper from the current economic crisis. Mike Beer's new book is a compelling manual for success in this new economy."
—Ravi Venkatesan, chairman, Microsoft India

"A must read for leaders who want to develop an edge by building a resilient organization for competitive advantage. Beer's views and recommendations are based on extensive research."
—Ram Charan, Ram Charan Associates and co-author of the bestselling book, Execution: The Discipline of Getting Things Done

"With decades of teaching and research and close engagement with companies, Michael Beer has written a book that not only makes the case for building a high commitment organization, but also provides practical advice for doing it."
—Jeffrey Pfeffer, professor, Stanford Business School and author, The Human Equation: Building Profits by Putting People First

"Beer brings a multi-disciplinary perspective from his extensive experience in industry and academia to reveal how leaders of HCHP organizations break through internal barriers and manage multiple tensions in their quest for sustainable value-creation."
—Robert Kaplan, professor, Harvard Business School and co-author, The Execution Premium and The Balanced Score Card

"Mike Beer brings his wealth of research and experience to provide fresh insights to the enduring question of what makes companies succeed over the long run. I have utilized many of the principles successfully and recommend them to any corporate leader committed to building an outstanding organization."
—Ed Ludwig, chairman and chief executive officer, Becton Dickinson

See More

Table of Contents

Preface xi

1 Introduction 1

PART ONE: THE HIGH COMMITMENT, HIGH PERFORMANCE ORGANIZATION 17

2 Pillars of High Commitment, High Performance Organizations 19

3 Principled Choice and Discipline Are Essential 51

4 Building the High Commitment, High Performance System 79

PART TWO: WHAT STANDS IN THE WAY 91

5 Hidden Barriers to Sustained High Commitment and High Performance 93

PART THREE: LEADERSHIP AND LEARNING CHANGE LEVERS 119

6 Lead a Collective Learning Process 121

7 Enable Truth to Speak to Power 157

PART FOUR: ORGANIZATION DESIGN CHANGE LEVERS 187

8 Manage Organizational Performance Strategically 189

9 Organize for Performance and Commitment 223

10 Develop Human and Social Capital 255

PART FIVE: TRANSFORMING THE ORGANIZATION 293

11 Embrace E and O Change Strategies 295

12 Epilogue 327

End Notes 333

Acknowledgments 369

Index 373

The Author 391

See More

Author Information

Michael Beer is Cahners-Rabb Professor of Business Administration, Emeritus at Harvard Business School and chairman of TruePoint, a research-based consultancy. Beer is the author or coauthor of nine books including Managing Human Assets and the award-winning The Critical Path to Corporate Renewal.

See More

Reviews

"Beer, author of High Commitment, High Performance, a book on business ethics recently published by Josey-Bass, posited three core reasons why Wall Street failed so badly in the fall of 2008: The firms lacked a higher purpose, lacked a clear strategy, and mismanaged their risk." (Business Week, August 17, 2009)
See More
Back to Top