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Introduction to the metatheory of leadership -- Transcultural competence: learning to lead by through-through thinking and acting, part I -- Transcultural competence: learning to lead by through-through thinking and acting, part II -- A new vision of capitalism: Richard Branson, Virgin -- Creating a hyperculture: Martin Gillo, Advanced Micro Devices -- Remedy for a turnaround: Philippe Bourguignon, Club Med -- Recapturing the true mission: Christian Majgaard, LEGO -- The balance between market and product: Anders Knutsen, Bang and Olufsen -- Private enterprise, public service.
Ge?rard Mestrallet, Suez Lyonnaise des Eaux --Leading one life: Val Gooding, British United Provident Association -- Pioneering the new organization: Jim Morgan, Applied Materials -- The internet as an environment for business ecosystems: Michael Dell, Dell Computers -- Global brand, local touch: Stan Shih, Acer Computers -- Weatheirng the storm: Sergei Kiriyenko, former Russian prime minister -- Toward a new spirit: Edgar Bronfman, Seagram's -- Change within continuity: Karel Vuursteen, Heineken -- The challenge of renewal: Hugo Levecke, ABN AMRO -- Keeping close to the customer: David.
Komansky, Merrill Lynch -- Managing the internationalization process: Kees Storm, AEGON -- Innovating the corporate dynasty: Rahmi M. Ko?, the Ko? Group -- Leading through transformation: Sir Mark Moody-Stuart, Royal Dutch Shell -- Keeping the family in business or keeping the business in the family: Stuart Beckwith, Tim Morris and Gordon Billage -- Transcultural competence through 21 reconciliations.
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