Riding Shotgun: The Role of the COO

3,72 valoración promedio
( 71 valoraciones por GoodReads )
 
9780804751667: Riding Shotgun: The Role of the COO
Críticas:

"The critical role of COO has received little of the attention it deserves. Bennett and Miles illuminate the potential and the perils of beingnumber two. A must-read for anyone aspiring to make the leap, and for those who recruit, oversee, and coach them." - Michael Watkins, founding partner, Genesis Advisers and author of The First 90 Days: Critical Success Strategies for New Leaders at All Levels "The relationship between the CEO and COO is critical to the success of any company. This book gives a variety of perspectives on this leadership dynamic in a highly enjoyable read." - Bruce Chizen, CEO, Adobe Systems "As organizations and corporate boards look to solve critical succession issues or strive to become more focused and efficient, they often think of creating or recasting the COO role within their respective organizations. Done correctly, the results can be magical; done incorrectly, and the fallout can be devastating for any organization. This book is the first of its kind and long over due. Riding Shotgun carefully lays out the questions that need to be answered and the critical success factors to ensure that the person who is going to assume the role is set up for success. Every Board Member, HR Executive, or CEO who is considering the COO role in their organization should read this book!" - Tom DiDonato, EVP Human Resources, American Eagle Outfitters Inc. "Miles & Bennett tackle an important, and drastically under-researched area: the role, personalities, fit and success factors of COOs. We've seen several COOs who have been total winners, but it's striking how different the models of success can be depending on role, personal competencies, business situation/cycle/type, team strengths, and CEO strengths. The authors have done a very nice job of tying all of this together." - Jim Williams, Partner, Texas Pacific Group "The lessons reported in this book will be very useful to Boards, Heads of Human Resourcesand CEOs as they consider succession planning and organizational design." - Dale Morrison, President & Chief Executive Officer, McCain Foods Limited

Reseña del editor:

The role of Chief Operations Officer is clearly important. In fact, it has been argued that the number two position is the toughest job in a company. COOs are typically the key individuals responsible for the delivery of results on a day-to-day, quarter-to-quarter basis. They play a critical leadership role in executing the strategies developed by the top management team. And, in many cases, they are being groomed to be - or are actually being tested as - the firm's CEO-elect. Despite all this, the COO role has not received much attention. Riding Shotgun: The Role of the COO provides a new understanding of this little-understood role. The authors - a scholar and a consultant - develop a framework for understanding who the COO is, why a company would want to create this position, and the challenges associated with successful performance in the COO role. Drawing heavily on a number of first-person accounts from CEOs and other top executives in major corporations, the authors have developed a set of strategies or principles to inform individuals who aspire to serve in such a position. The executives who share their experiences in this book are from some of the most established and important companies in today's economy: AirTran; American Standard Companies; Amgen; Adobe Systems, Inc.; Autodesk, Inc; eBay; Heidrick & Struggles; InBev; Kohlberg Kravis Roberts & Company; Mattel, Inc; Motorola; PepsiCo; Raytheon Company; Starbucks; and many others. Excerpts from the Book: On focusing on success "The primary goal I set for myself on how I define what success looks like for me is am I working at a company that matters? Am I working with somebody who I think affects positive change? Am I providing a benefit to my family? Am I enjoying myself? Why would I put a limitation on my enjoyment? There is an old view on Wall Street that says, 'They love you until they don't.' I am going to stay happy until I am not." - Dan Rosensweig, COO Yahoo! On the relationship between the CEO and COO "Deep down, you have to trust each other and you have to like each other. If you don't like each other, and/or don't trust each other, it may work, kind of, but it will be at a fifty percent level at best." - Craig Weatherup, Director, Starbucks, and former Chairman, Pepsi On the challenges of transitioning into the COO role "If you can't conceptualize the strategic objectives or help drive that or participate in that, I don't think you are going to succeed. But, equally, if you can't translate that into an executable plan, you are not going to succeed either." - Shantanu Narayen, COO, Adobe Systems Additional Quotes: "Miles & Bennett tackle an important and drastically under-researched area: the role, personalities, fit and success factors of COOs. We've seen several COOs who have been total winners, but it's striking how different the models of success can be depending on role, personal competencies, business situation/cycle/type, team strengths, and CEO strengths. The authors have done a very nice job of tying all of this together." - Jim Williams, Partner, Texas Pacific Group "The lessons reported in this book will be very useful to Boards, Heads of Human Resources and CEOs as they consider succession planning and organizational design." - Dale Morrison, President & Chief Executive Officer, McCain Foods Limited "The job of COO is becoming more important as companies and their boards look internally for succession alternatives. One question they face: Will the organization continue to run as the number 2 becomes the number 1? Riding Shotgun will help answer this and many more questions about the COO role in today's corporate structure." - John Berisford, Senior Vice President, Human Resources, The Pepsi Bottling Group "The COO plays a critical leadership role in most businesses, but its particularly true in the natural resources

"Sobre este título" puede pertenecer a otra edición de este libro.

Comprar nuevo Ver libro

Gastos de envío: GRATIS
De Reino Unido a Estados Unidos de America

Destinos, gastos y plazos de envío

Añadir al carrito

Los mejores resultados en AbeBooks

1.

Nathan Bennett, Stephen A. Miles
Editorial: Stanford University Press, United States (2006)
ISBN 10: 0804751668 ISBN 13: 9780804751667
Nuevos Tapa dura Cantidad: 1
Librería
The Book Depository US
(London, Reino Unido)
Valoración
[?]

Descripción Stanford University Press, United States, 2006. Hardback. Estado de conservación: New. 231 x 155 mm. Language: English . Brand New Book. The role of Chief Operations Officer is clearly important. In fact, it has been argued that the number two position is the toughest job in a company. COOs are typically the key individuals responsible for the delivery of results on a day-to-day, quarter-to-quarter basis. They play a critical leadership role in executing the strategies developed by the top management team. And, in many cases, they are being groomed to be-or are actually being tested as-the firm s CEO-elect. Despite all this, the COO role has not received much attention.Riding Shotgun: The Role of the COO provides a new understanding of this little-understood role. The authors-a scholar and a consultant-develop a framework for understanding who the COO is, why a company would want to create this position, and the challenges associated with successful performance in the COO role. Drawing heavily on a number of first-person accounts from CEOs and other top executives in major corporations, the authors have developed a set of strategies or principles to inform individuals who aspire to serve in such a position. The executives who share their experiences in this book are from some of the most established and important companies in today s economy: AirTran; American Standard Companies; Amgen; Adobe Systems, Inc.; Autodesk, Inc; eBay; Heidrick Struggles; InBev; Kohlberg Kravis Roberts Company; Mattel, Inc; Motorola; PepsiCo; Raytheon Company; Starbucks; and many others. Excerpts from the Book:On focusing on success The primary goal I set for myself on how I define what success looks like for me is am I working at a company that matters? Am I working with somebody who I think affects positive change? Am I providing a benefit to my family? Am I enjoying myself? Why would I put a limitation on my enjoyment? There is an old view on Wall Street that says, They love you until they don t. I am going to stay happy until I am not. -Dan Rosensweig, COO Yahoo!On the relationship between the CEO and COO Deep down, you have to trust each other and you have to like each other. If you don t like each other, and/or don t trust each other, it may work, kind of, but it will be at a fifty percent level at best. -Craig Weatherup, Director, Starbucks, and former Chairman, PepsiOn the challenges of transitioning into the COO role If you can t conceptualize the strategic objectives or help drive that or participate in that, I don t think you are going to succeed. But, equally, if you can t translate that into an executable plan, you are not going to succeed either. -Shantanu Narayen, COO, Adobe SystemsAdditional Quotes: Miles Bennett tackle an important and drastically under-researched area: the role, personalities, fit and success factors of COOs. We ve seen several COOs who have been total winners, but it s striking how different the models of success can be depending on role, personal competencies, business situation/cycle/type, team strengths, and CEO strengths. The authors have done a very nice job of tying all of this together. -Jim Williams, Partner, Texas Pacific Group The lessons reported in this book will be very useful to Boards, Heads of Human Resources and CEOs as they consider succession planning and organizational design. -Dale Morrison, President Chief Executive Officer, McCain Foods Limited The job of COO is becoming more important as companies and their boards look internally for succession alternatives. One question they face: Will the organization continue to run as the number 2 becomes the number 1? Riding Shotgun will help answer this and many more questions about the COO role in today s corporate structure. -John Berisford, Senior Vice President, Human Resources, The Pepsi Bottling Group The COO plays a critical leadership role in most businesses, but its particularly true in the natural resources. Nº de ref. de la librería AAS9780804751667

Más información sobre esta librería | Hacer una pregunta a la librería

Comprar nuevo
EUR 23,90
Convertir moneda

Añadir al carrito

Gastos de envío: GRATIS
De Reino Unido a Estados Unidos de America
Destinos, gastos y plazos de envío

2.

Nathan Bennett, Stephen A. Miles
Editorial: Stanford University Press, United States (2006)
ISBN 10: 0804751668 ISBN 13: 9780804751667
Nuevos Tapa dura Cantidad: 1
Librería
The Book Depository
(London, Reino Unido)
Valoración
[?]

Descripción Stanford University Press, United States, 2006. Hardback. Estado de conservación: New. 231 x 155 mm. Language: English . Brand New Book. The role of Chief Operations Officer is clearly important. In fact, it has been argued that the number two position is the toughest job in a company. COOs are typically the key individuals responsible for the delivery of results on a day-to-day, quarter-to-quarter basis. They play a critical leadership role in executing the strategies developed by the top management team. And, in many cases, they are being groomed to be-or are actually being tested as-the firm s CEO-elect. Despite all this, the COO role has not received much attention.Riding Shotgun: The Role of the COO provides a new understanding of this little-understood role. The authors-a scholar and a consultant-develop a framework for understanding who the COO is, why a company would want to create this position, and the challenges associated with successful performance in the COO role. Drawing heavily on a number of first-person accounts from CEOs and other top executives in major corporations, the authors have developed a set of strategies or principles to inform individuals who aspire to serve in such a position. The executives who share their experiences in this book are from some of the most established and important companies in today s economy: AirTran; American Standard Companies; Amgen; Adobe Systems, Inc.; Autodesk, Inc; eBay; Heidrick Struggles; InBev; Kohlberg Kravis Roberts Company; Mattel, Inc; Motorola; PepsiCo; Raytheon Company; Starbucks; and many others. Excerpts from the Book:On focusing on success The primary goal I set for myself on how I define what success looks like for me is am I working at a company that matters? Am I working with somebody who I think affects positive change? Am I providing a benefit to my family? Am I enjoying myself? Why would I put a limitation on my enjoyment? There is an old view on Wall Street that says, They love you until they don t. I am going to stay happy until I am not. -Dan Rosensweig, COO Yahoo!On the relationship between the CEO and COO Deep down, you have to trust each other and you have to like each other. If you don t like each other, and/or don t trust each other, it may work, kind of, but it will be at a fifty percent level at best. -Craig Weatherup, Director, Starbucks, and former Chairman, PepsiOn the challenges of transitioning into the COO role If you can t conceptualize the strategic objectives or help drive that or participate in that, I don t think you are going to succeed. But, equally, if you can t translate that into an executable plan, you are not going to succeed either. -Shantanu Narayen, COO, Adobe SystemsAdditional Quotes: Miles Bennett tackle an important and drastically under-researched area: the role, personalities, fit and success factors of COOs. We ve seen several COOs who have been total winners, but it s striking how different the models of success can be depending on role, personal competencies, business situation/cycle/type, team strengths, and CEO strengths. The authors have done a very nice job of tying all of this together. -Jim Williams, Partner, Texas Pacific Group The lessons reported in this book will be very useful to Boards, Heads of Human Resources and CEOs as they consider succession planning and organizational design. -Dale Morrison, President Chief Executive Officer, McCain Foods Limited The job of COO is becoming more important as companies and their boards look internally for succession alternatives. One question they face: Will the organization continue to run as the number 2 becomes the number 1? Riding Shotgun will help answer this and many more questions about the COO role in today s corporate structure. -John Berisford, Senior Vice President, Human Resources, The Pepsi Bottling Group The COO plays a critical leadership role in most businesses, but its particularly true in the natural resources. Nº de ref. de la librería AAS9780804751667

Más información sobre esta librería | Hacer una pregunta a la librería

Comprar nuevo
EUR 25,30
Convertir moneda

Añadir al carrito

Gastos de envío: GRATIS
De Reino Unido a Estados Unidos de America
Destinos, gastos y plazos de envío

3.

Bennett, Nathan; Miles, Stephen A.
Editorial: Stanford Business Books
ISBN 10: 0804751668 ISBN 13: 9780804751667
Nuevos Tapa dura Cantidad: 4
Librería
Movie Mars
(Matthews, NC, Estados Unidos de America)
Valoración
[?]

Descripción Stanford Business Books. Hardcover. Estado de conservación: New. 0804751668 Brand New Book. Ships from the United States. 30 Day Satisfaction Guarantee!. Nº de ref. de la librería 4290737

Más información sobre esta librería | Hacer una pregunta a la librería

Comprar nuevo
EUR 22,66
Convertir moneda

Añadir al carrito

Gastos de envío: EUR 3,71
A Estados Unidos de America
Destinos, gastos y plazos de envío

4.

Bennett, Nathan; Miles, Stephen A.
ISBN 10: 0804751668 ISBN 13: 9780804751667
Nuevos Cantidad: > 20
Librería
BWB
(Valley Stream, NY, Estados Unidos de America)
Valoración
[?]

Descripción Estado de conservación: New. Depending on your location, this item may ship from the US or UK. Nº de ref. de la librería 97808047516670000000

Más información sobre esta librería | Hacer una pregunta a la librería

Comprar nuevo
EUR 28,97
Convertir moneda

Añadir al carrito

Gastos de envío: GRATIS
A Estados Unidos de America
Destinos, gastos y plazos de envío

5.

Nathan Bennett, Stephen A. Miles
Editorial: Stanford University Press
ISBN 10: 0804751668 ISBN 13: 9780804751667
Nuevos Tapa dura Cantidad: 1
Librería
THE SAINT BOOKSTORE
(Southport, Reino Unido)
Valoración
[?]

Descripción Stanford University Press. Hardback. Estado de conservación: new. BRAND NEW, Riding Shotgun: The Role of the COO, Nathan Bennett, Stephen A. Miles, The role of Chief Operations Officer is clearly important. In fact, it has been argued that the number two position is the toughest job in a company. COOs are typically the key individuals responsible for the delivery of results on a day-to-day, quarter-to-quarter basis. They play a critical leadership role in executing the strategies developed by the top management team. And, in many cases, they are being groomed to be - or are actually being tested as - the firm's CEO-elect. Despite all this, the COO role has not received much attention. Riding Shotgun: The Role of the COO provides a new understanding of this little-understood role. The authors - a scholar and a consultant - develop a framework for understanding who the COO is, why a company would want to create this position, and the challenges associated with successful performance in the COO role. Drawing heavily on a number of first-person accounts from CEOs and other top executives in major corporations, the authors have developed a set of strategies or principles to inform individuals who aspire to serve in such a position. The executives who share their experiences in this book are from some of the most established and important companies in today's economy: AirTran; American Standard Companies; Amgen; Adobe Systems, Inc.; Autodesk, Inc; eBay; Heidrick & Struggles; InBev; Kohlberg Kravis Roberts & Company; Mattel, Inc; Motorola; PepsiCo; Raytheon Company; Starbucks; and many others. Excerpts from the Book: On focusing on success "The primary goal I set for myself on how I define what success looks like for me is am I working at a company that matters? Am I working with somebody who I think affects positive change? Am I providing a benefit to my family? Am I enjoying myself? Why would I put a limitation on my enjoyment? There is an old view on Wall Street that says, 'They love you until they don't.' I am going to stay happy until I am not." - Dan Rosensweig, COO Yahoo! On the relationship between the CEO and COO "Deep down, you have to trust each other and you have to like each other. If you don't like each other, and/or don't trust each other, it may work, kind of, but it will be at a fifty percent level at best." - Craig Weatherup, Director, Starbucks, and former Chairman, Pepsi On the challenges of transitioning into the COO role "If you can't conceptualize the strategic objectives or help drive that or participate in that, I don't think you are going to succeed. But, equally, if you can't translate that into an executable plan, you are not going to succeed either." - Shantanu Narayen, COO, Adobe Systems Additional Quotes: "Miles & Bennett tackle an important and drastically under-researched area: the role, personalities, fit and success factors of COOs. We've seen several COOs who have been total winners, but it's striking how different the models of success can be depending on role, personal competencies, business situation/cycle/type, team strengths, and CEO strengths. The authors have done a very nice job of tying all of this together." - Jim Williams, Partner, Texas Pacific Group "The lessons reported in this book will be very useful to Boards, Heads of Human Resources and CEOs as they consider succession planning and organizational design." - Dale Morrison, President & Chief Executive Officer, McCain Foods Limited "The job of COO is becoming more important as companies and their boards look internally for succession alternatives. One question they face: Will the organization continue to run as the number 2 becomes the number 1? Riding Shotgun will help answer this and many more questions about the COO role in today's corporate structure." - John Berisford, Senior Vice President, Human Resources, The Pepsi Bottling Group "The COO plays a critical leadership role in most businesses, but its particularly true in the natural resources. Nº de ref. de la librería B9780804751667

Más información sobre esta librería | Hacer una pregunta a la librería

Comprar nuevo
EUR 22,86
Convertir moneda

Añadir al carrito

Gastos de envío: EUR 6,87
De Reino Unido a Estados Unidos de America
Destinos, gastos y plazos de envío

6.

Nathan Bennett, Stephen A. Miles
Editorial: Stanford University Press 2006-06-09, Palo Alto (2006)
ISBN 10: 0804751668 ISBN 13: 9780804751667
Nuevos Tapa dura Cantidad: 1
Librería
Blackwell's
(Oxford, OX, Reino Unido)
Valoración
[?]

Descripción Stanford University Press 2006-06-09, Palo Alto, 2006. hardback. Estado de conservación: New. Nº de ref. de la librería 9780804751667

Más información sobre esta librería | Hacer una pregunta a la librería

Comprar nuevo
EUR 25,00
Convertir moneda

Añadir al carrito

Gastos de envío: EUR 5,20
De Reino Unido a Estados Unidos de America
Destinos, gastos y plazos de envío

7.

Nathan Bennett/ Stephen A. Miles
Editorial: Stanford Business Books (2006)
ISBN 10: 0804751668 ISBN 13: 9780804751667
Nuevos Tapa dura Cantidad: 2
Librería
Revaluation Books
(Exeter, Reino Unido)
Valoración
[?]

Descripción Stanford Business Books, 2006. Hardcover. Estado de conservación: Brand New. 1st edition. 194 pages. 9.75x6.50x1.00 inches. In Stock. Nº de ref. de la librería z-0804751668

Más información sobre esta librería | Hacer una pregunta a la librería

Comprar nuevo
EUR 25,45
Convertir moneda

Añadir al carrito

Gastos de envío: EUR 6,94
De Reino Unido a Estados Unidos de America
Destinos, gastos y plazos de envío

8.

Nathan Bennett; Stephen A. Miles
Editorial: Stanford Business Books (2006)
ISBN 10: 0804751668 ISBN 13: 9780804751667
Nuevos Tapa dura Cantidad: 1
Librería
Irish Booksellers
(Rumford, ME, Estados Unidos de America)
Valoración
[?]

Descripción Stanford Business Books, 2006. Hardcover. Estado de conservación: New. book. Nº de ref. de la librería 0804751668

Más información sobre esta librería | Hacer una pregunta a la librería

Comprar nuevo
EUR 32,61
Convertir moneda

Añadir al carrito

Gastos de envío: GRATIS
A Estados Unidos de America
Destinos, gastos y plazos de envío

9.

Nathan Bennett
Editorial: Stanford University Press (2006)
ISBN 10: 0804751668 ISBN 13: 9780804751667
Nuevos Cantidad: 10
Librería
Books2Anywhere
(Fairford, GLOS, Reino Unido)
Valoración
[?]

Descripción Stanford University Press, 2006. HRD. Estado de conservación: New. New Book. Shipped from UK in 4 to 14 days. Established seller since 2000. Nº de ref. de la librería CA-9780804751667

Más información sobre esta librería | Hacer una pregunta a la librería

Comprar nuevo
EUR 22,24
Convertir moneda

Añadir al carrito

Gastos de envío: EUR 10,41
De Reino Unido a Estados Unidos de America
Destinos, gastos y plazos de envío

10.

Nathan Bennett, Stephen A. Miles
Editorial: Stanford University Press 2006-07-15 (2006)
ISBN 10: 0804751668 ISBN 13: 9780804751667
Nuevos Tapa dura Cantidad: 5
Librería
Chiron Media
(Wallingford, Reino Unido)
Valoración
[?]

Descripción Stanford University Press 2006-07-15, 2006. Hardcover. Estado de conservación: New. Nº de ref. de la librería NU-MAR-00045779

Más información sobre esta librería | Hacer una pregunta a la librería

Comprar nuevo
EUR 30,01
Convertir moneda

Añadir al carrito

Gastos de envío: EUR 3,46
De Reino Unido a Estados Unidos de America
Destinos, gastos y plazos de envío

Existen otras copia(s) de este libro

Ver todos los resultados de su búsqueda