Leading Value Creation Organizational Science, Bioinspiration, and the Cue See Model

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  • Format: Hardcover
  • Copyright: 2013-12-18
  • Publisher: Palgrave Macmillan

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Every business discipline has a unique vantage point on value creation and destruction, and while specialists have devised solutions, leaders rarely use them because of the inherent complexity in trying to understand which parts fit together to help them achieve goals. The result is a sort of business 'Tower of Babel' for practicing leaders and organizational scientists

Leading Value Creation fills this void as the first book to take organizational science and place it into one coherent and useful model. Barney integrates vastly different areas of organizational science into his Cue See Model, which builds upon his experience developing global leaders at companies like Motorola, Merck, and Infosys. The model is a way to help leaders better create value and mitigate risk. It highlights the flow of value across four perspectives—quality, cost, quantity, and cycle time, and also looks across levels of analysis for a holistic view on the bottlenecks to value creation as the best focal point for organizations to succeed. Barney provides numerous practical examples from pharmaceuticals to barbershops, and summarizes six empirical studies demonstrating the model's usefulness.

Author Biography

Matthew F. Barney is the Head of Leadership Development for Infosys Leadership Institute (ILI). Dr. Barney has held leadership positions in multinationals such as AT and T, Lucent Technologies, Motorola and Merck. Immediately prior to his role at ILI, Dr. Barney was CEO of The Scientific Leader, a leadership, Lean Six Sigma, and assessment consulting, training and computer-adaptive testing firm. His first book, The New Six Sigma, is in it's seventh printing in four languages. He was awarded the 'Future Leader' award in 2007 by Human Capital magazine.

Table of Contents

The 'Big 3' of Adult Development
1. Mother Nature, Supermodel
2. Business Models of Value Creation
3. Interdisciplinary Value Creation Synthesized
4. Overview of the Cue See Model
5. Leadership and the Cue See Model
6. Applying the Cue See Model
7. Macro-Parasites and Limitations of the Cue See Model
8. Value Creation in Perspective
Appendix 1: Bioinspired Parasite Details
Appendix 2: Introduction to Rasch Measurement
Appendix 3: First Test of the Cue See Model
Appendix 4: Five Studies Applying the Cue See Model to Standard Setting
Appendix 5: Hypotheses Summarized

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