Page 308 - Performance Leadership

Index • 297

Business models, 17, 26, 56, 59–60, 62, Long-term vs. short-term orientation,
72–73, 110, 170–179 150–151, 155
Business plan, 77 Theory X vs. Theory Y, 151–152, 155
Business processes, 8, 12, 13, 26–31 Corporate identity, 16, 157–158, 188, 285
Business terms, 82–98 Corporate image, 16, 30, 157–158, 170,
Business webs, 215 188, 285
Corporate social responsibility (CSR), 163–189
Call centers, 106–108, 112–113, 129–130, Corporate strategy, 16
133, 171–173, 270 Cost of goods sold (COGS), 109
Campaign management, 106–108, 112–113 Covey, Stephen, 52, 55–57, 277
Case studies CPG. See Consumer packaged goods
Athletixx Sportshoes, 240–243 Credit risk, 121
banking, 94–97, 129–134, 171–173, Critical success factors (CSFs), 24–25, 217
186–188, 284 Cross-sell, 205
Direct Bank, 129–134 CSFs. See Critical success factors
EnGen, 232–233 CSR. See Corporate social responsibility
E-plus, 90–94, 97 Cultural performance management analysis,
on feedback, 43–44 154–156
IT department, 122–125, 237–240 Cultures, 41, 43, 60, 62
La Réunion, 115–117 American, French and Dutch,
Metso Corporation, 182–186 145–146, 278
Rabobank, 186–188 contract- vs. relationship-oriented, 41
railway company, 87–90, 97 feedback impacted by, 43–44
software company, 83–86, 97 Swedish, 145, 158–159
Chief information officer (CIO), 110, 113 values and, 137–160, 237
CIO. See Chief information officer Customers, 3, 24, 104
Codependence, 59 CSR and, 173–175
Cognitive dissonance, 14–15 external perception of, 16, 173–174
COGS. See Cost of goods sold in mission statements, 200–201
Colgate mission statement, 203 performance networks and, 226, 228–229,
Collaboration, 12, 42, 44, 47, 49, 99–118, 231, 235
214, 247–248. See also Networks perspective, 26–30
Comfort information, 71–72 satisfaction, 8, 29, 47, 76, 139, 205, 208,
Commitment generators, 138 240, 253, 254, 275
Community, 201–202, 228–230 service, 30, 271
Competence trust, 234, 249, 264 value, 207–208, 209
Competitive differentiation, 187–188
Consumer packaged goods (CPG) suppliers, Days-sales-outstanding (DSO), 8, 39,
259–260, 266 122–123, 274
Consumers, 13, 251 Dell mission statement, 196, 203
Continuous improvement, 24, 28, 75, 115, Deming’s Plan-Do-Check-Act cycle, 24
148, 242 Dependence, 59
Contractual trust, 234, 264, 265 Development, testing, acceptance, and pro-
Contribution margin, 47 duction (DTAP), 111
Control, 9, 13, 139, 140, 145–146, 175 Direct Bank case study, 129–134, 171–173
Corporate cultures, dimensions of, 146–156 Dominance, in relationships, 223
Group vs. individual focus, 146–148, 155 Donut model, 69, 70, 74
Internal vs. external orientation, 152–153, Double-loop learning, 32, 69, 73
155 Douwe Egberts, 12, 214, 223
Meritocracy vs. aristocracy, 147–149, 155 Drucker, Peter, 165–166, 168, 200
Rules vs. relational orientation, DTAP. See Development, testing,
149–150, 155 acceptance, and production