Organizational Behavior, Theory, and Design in Health Care 2nd Edition by Nancy Borkowski (Author)

A rigorous two-year study of the top 800 value-creating public companies found that growth generated internally through a commitment to customer satisfaction, employee engagement, and profitability resulted in consistent employee retention, stock value improvements, and better returns on investment.

In The Road to Organic Growth, Edward Hess shares the full results of his breakthrough study, providing fresh, and often-surprising perspectives on what it really takes to foster organic growth. Using instructive examples from leading companies such as SYSCO, Best Buy,Tiffany & Company, Outback Steakhouse, and Stryker Corporation, Hess reveals the strategies these trailblazers used to achieve long-term growth from within.

Drawing upon original research, interviews, and in-depth corporate studies, Hess identifies the six keys to achieving organic growth and-most important-explains how to seamlessly and consistently incorporate them into a formula for sustainability and competitive advantage to

• Develop a simple, easy-to-understand business model and growth strategy
• Be entrepreneurial at the point of customer contact
• Measure everything-from finances to operations to behaviors
• Build an engaged, loyal, and multi-talented people pipeline
• Find humble, internally-focused operators to lead your company
• Be an execution and technology champion

  The Road to Organic Growth proves that you can build a sustainable, successful business without the expense of acquisitions, financial manipulations, or devaluing your employees. By exceeding customer expectations, building an employee-centric organization, and focusing intensely on measurement and performance, your company will achieve consistent, solid growth from within.

Most organizations consist of multiple business and support units, each populated by highly trained, experienced executives. But often the efforts of individual units are not coordinated, resulting in conflicts, lost opportunities, and diminished performance.

Robert S. Kaplan and David P. Norton argue that the responsibility for this critical alignment lies with corporate headquarters. In this book, the authors apply their revolutionary Balanced Scorecard management system to corporate-level strategy, revealing how highly successful enterprises achieve powerful synergies by explicitly defining corporate headquarters’ role in setting, coordinating, and overseeing organizational strategy.

Based on extensive field research in organizations worldwide, Alignment shows how companies can build an enterprise-level Strategy Map and Balanced Scorecard that clearly articulate the “enterprise value proposition”: how the enterprise creates value above that achieved by individual business units operating alone. The book provides case studies, actionable frameworks, and sample scorecards that show how to align business and support units, boards of directors, and external partners with the corporate strategy and create a governance process that will ensure that alignment is sustained.

The next breakthrough in strategy execution from the field’s premier thinkers, Alignment shows how today’s companies can unlock unrealized value from enterprise synergies.