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The Blue Line Imperative: What Managing for Value Really Means (Englisch) Gebundene Ausgabe – 2. August 2013

5.0 von 5 Sternen 1 Kundenrezension

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'You'd think this book is a heavy read from finance buffs but they break down value so every business owner can measure exactly what value means to them...' (Talk Business, October 2013)

"The authors offer excellent guideposts for how to move toward "blue line" decision-making and how to detect the encroachment of "red line" behaviours" (December 2013)


"Professors Kaiser and Young bring a unique, entertaining and irreverent approach to teaching executives what it really means to create value - including the dangers of relying on conventional wisdom about performance measurement."
--Tim Koller, author of Valuation: Measuring and Managing the Value of Companies
"Kaiser and Young introduce a fresh perspective on what value really means and how to manage toward it. This is an indispensable new look at the most important business issue all companies face."
--Merlin Swire, Director and Shareholder, John Swire & Sons, Ltd
"In our firm, we implemented a new culture emphasizing that Each of Us Counts to get everyone motivated to contribute. When we added the focus on value creation as outlined by Kaiser and Young in The Blue Line Imperative, it ensured those contributions were oriented in the right direction for long-term success!"
--Alberto Grua, Executive Vice President, Grünenthal Europe & Australia
"The Blue Line Imperative provides valuable lessons about what value is, how to measure it, and how to create it. Many companies follow the red line, thinking it is the right thing to do. This book explains why the red line ultimately does not work and why the blue line does."
--Steve Kaplan, Neubauer Family Distinguished Service Professor of Entrepreneurship and Finance, The University of Chicago Booth School of Business
"The Blue Line Imperative is insightful, impactful, humorous and unique--and the first guide that I have ever come across that gets to the core of why leaders, managers and companies fail. Embrace and apply these concepts."
--Douglas Rosefsky, Managing Director at Alvarez & Marsal and two time winner of the Turnaround of the Year Award (Turnaround Management Association, 2003 and 2010)
"Kaiser and Young's The Blue Line Imperative connects the dots in the customer--shareholder value puzzle and delivers a resonating message on the necessity of building a data-driven company. In other words, stop chasing KPIs and staring focusing on value creation that lasts."
--Martin Heijnsbroek, Managing Partner, MICompany

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Format: Kindle Edition Verifizierter Kauf
Ich habe am INSEAD in Fontainebleau Vorlesungen mit Kevin Kaiser gehabt und freue mich nun, dass es diese auch noch zum "Nachlesen" gibt, sodass mehr Menschen von den Inhalten profitieren können. Kevin Kaiser gehört zu den Dozenten, die die Sichtweise von Menschen verändern oder zumindest stark erweitern können. Würden sich alle nach dem im Buch hervorragend erklärten Prinzip der Wertorientierung verhalten, wäre "the world a a better place" (was absolut ernst gemeint ist).
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Die hilfreichsten Kundenrezensionen auf Amazon.com (beta)

Amazon.com: HASH(0x9239ffcc) von 5 Sternen 29 Rezensionen
2 von 2 Kunden fanden die folgende Rezension hilfreich
HASH(0x92467b64) von 5 Sternen Selectively for those that need to know which things create value and which destroy it 3. Dezember 2013
Von Afia - Veröffentlicht auf Amazon.com
Format: Gebundene Ausgabe Vine Kundenrezension eines kostenfreien Produkts ( Was ist das? )
The authors are professors at INSEAD, a graduate business school with campuses in France, Singapore and Abu Dhabi. They've crafted a way to figure out what value is in an organization and further to figure out whether any particular activity is building or destroying the organization's value.

This book opens up a way to think about all kinds of value destruction and value creation. Because of this book I see that organizations, including business, banking and government, had destroyed a lot of value over time that led to the global financial crisis. The crisis, therefore, is exposing the value destruction that occurred over many years.

The authors show, using common sense methods, why many that understand value creation nevertheless misallocate resources along with those that don't understand value creation. It's almost natural for us to orient a company around what it has to sell rather than what the customer wants and will pay for. The key is adaptability, yet it's not easy to execute due to very real incentives.

One of the problems the authors address is how incentives actually cause managers to knowingly destroy value. Yikes! People in positions of authority do this all the time, all over the world. It's possible because value can be destroyed over time or even very quickly.

The goal of the book is actually to educate boards of directors in what value creation is and how to know which activities create that value.

I recommend this book for people that for reasons intrinsic to themselves have a need to understand what creates value within any particular organization. However, I think there's sorrow in knowing what the authors call the blue line, because knowing will probably change the nature of one's work relationships.
2 von 2 Kunden fanden die folgende Rezension hilfreich
HASH(0x92121c3c) von 5 Sternen Should be added to recommended reading lists for all business professionals ! 16. Januar 2014
Von Jeri Zerr - Veröffentlicht auf Amazon.com
Format: Gebundene Ausgabe Vine Kundenrezension eines kostenfreien Produkts ( Was ist das? )
Do you attend SCORE seminars? Do you attend SBA workshops? Are you feeling like something is missing?

The Blue Line Imperative is targeted to help understand value creation and which current business practices are actually causing value destruction. I HIGHLY HIGHLY recommend reading The Blue Line Imperative, so much that I feel it should become a part of the recommended reading list for all business professionals in addition to Dale Carnegie's Win Friends and Influence People and The Solution Revolution by William D. Eggers.
2 von 2 Kunden fanden die folgende Rezension hilfreich
HASH(0x9307d990) von 5 Sternen Managing for value! 10. Oktober 2013
Von fernando gracioli teixeira - Veröffentlicht auf Amazon.com
Format: Kindle Edition Verifizierter Kauf
This is probably one of the best books I read in my life. Kevin's perspective of managing for value is amazing. It is not only about HOW you can do it but the book gives you a new perspective about nature, people, society and economy. I'm sure your way of understanding and dealing with everything in your life, not only in business, will change after reading this book.
1 von 1 Kunden fanden die folgende Rezension hilfreich
HASH(0x9307d900) von 5 Sternen I am using new examples like the party celebrating the closing down of a failed ... 7. Oktober 2014
Von Diego G. Passadore - Veröffentlicht auf Amazon.com
Format: Gebundene Ausgabe
This is a review from the perspective of an evangelist of the Business Value of IT which tries to empower Latin American CIOs with this way of thinking IT.

I would say that this book is a must read. In my personal case, since I read it, I am using new examples like the party celebrating the closing down of a failed project at W.L. Gore & Associates, or the capture of historical investment performance exemplified by a Toyota executive; and new terms with a strong message like “value destruction”.

The question the authors try to answer is: how do we manage for value creation in our day-to-day business?

They talk about the curse of red line management: if business is managed to deliver on specific indicator targets, independent of whether these efforts are value-creating or value-destroying. In these companies, the efforts of executives are focused on managing price at the expense of value: they wrongly think that rising share price is value creation or they have the obsession of growth at the expense of value destruction. They confuse value with the outcome of KPIs . Indicators are measures of how well value drivers are being managed, but if they are used as a tool for accountability they can have bad consequences like that the people who get promoted tend to be the biggest value destroyers but the best at manipulating the indicators to their advantage. Anyone who makes the mistake of telling the truth in these companies will learn quickly not to do it again.

On the contrary, blue line companies have three pillars: fairness, trust and learning. Without these qualities, people are unwilling to take risks that necessarily accompany experimentation and learning. They systematically invest only in positive-NPV projects and assess the value of their decisions. To be value driven is asking the right questions, gathering data and subjecting it to rigorous analysis and logic, the willingness to change course as new evidence emerges (to be open to the answers), the possibility to disagree without the threat of penalty within a team based mentality. Mutual trust across the organization allows everyone the freedom to pursue value. Blue Line firms operate as an endless series of controlled experiments and tolerate failure as long as both drive learning. They can tell the difference between good ideas that don’t work out and bad ideas that do. They use indicators the right way: choose one, develop a hypothesis around it, gather data to test the hypothesis, and then use the results to help you learn what drives value in your company and what doesn’t. The data must be allowed to speak for itself, there must be no attempt to steer what it has to say. The primary role of indicators is to help learning about what drives value in your business, to obtain truthful reflections of how well you are managing the business, and never to encourage judgment or blame. Their people are rewarded based on their contribution to value instead of the achievement of KPI targets.

As a conclusion, this book analyses management and organization’s culture from a value perspective, with lots of examples and profound insights. It reminds us, the IT community, that even value creation is hard, it is the way to lead for IT success.
1 von 1 Kunden fanden die folgende Rezension hilfreich
HASH(0x9307de1c) von 5 Sternen An easily readable textbook on business and specifically on "value" 10. Dezember 2013
Von Neal Reynolds - Veröffentlicht auf Amazon.com
Format: Gebundene Ausgabe Vine Kundenrezension eines kostenfreien Produkts ( Was ist das? )
I consider this to be one fabulous book. In many ways, it's a textbook, but a vastly clear and concise one. There's a lot of good solid information here, from a history of consumerism to the role of business as provider. As the title promises, "value" is the key word here, a word not easily defined. Yet, the reader will gain a true sense of what value is from the pages of the book.

I especially enjoyed the cover, the four figures holding up a blue line. You need to look closely to realize that two figures are male and two female. This book indeed is helpful for all, male and female, and for young and old. The young may well treat this as a textbook and teach themselves a basic business course which includes and stresses the concept of "value". Highly recommended
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