Primary Book Dataset

{
  "id": "cm72c71of19og8082e7o3hmsj-e8c355184b5c552e9a382029eb3ced9d",
  "text": "Downsizing Without Destroying : how to trim what your organization does rather than destroy its ability to do anything at all. 2003, 2008. (monograph)\n\nThe Information Edge with Mary E. Boone. 1987, 1995. (book)\n\nAbout the Author\n\nIn the field of organizational design, Dean Meyer is both a visionary and a pragmatic engineer. His vision is based on the businesses-within-a-business paradigm, where every group is an entrepreneurship that produces products and services for customers inside and outside the firm (the Market Organization). He has implemented this vision in corporate, government, and non-profit organizations through principle-based design of an organization's ecosystem: its structure, resource-governance processes, culture, and metrics.\n\nDean has written eight books, and numerous monographs and articles.\n\nHis book, Principle-based Organizational Structure, defined a new science of organization charts and cross-boundary teamwork processes.\n\nHis book, Internal Market Economics, applied principles of market economics inside companies to design non-bureaucratic, business-driven resource-governance processes.\n\nAnd he developed a behavioral approach to corporate culture that leads to meaningful change in less than a year.\n\nThis book is the capstone of his career. In it, he presents a clear picture of how organizations should work, and explains how to implement that vision through participative change processes.\n\nDean coaches executives on organizational issues, and facilitates transformation processes. He is a native of San Francisco and resident of Connecticut. He received a BS from the University of California at Berkeley, and an MBA from Stanford University.\n\nFor more, see www.ndma.com ."
}

{
  "id": "cm72c71of19og8082e7o3hmsj-ca8f8be94ff75c6887efb902934b4a72",
  "text": "A transformation changes the executive's role into something far more strategic. With less time absorbed by operational issues, there's more time to look at the big picture, think about the future of the company, and mentor and inspire staff. [page 348 , see also 55 ]\n\nWhy do so few leaders do this? There are four types of leaders: cost cutters, maintainers, project managers, and transformers. Very few leaders are transformers, willing to take the risks and put in the effort to leave the legacy of a great organization. [page 349 ]\n\nIf you want to drive meaningful change, reserve the word \"transformation\" for something big. It's not a strategic goal. It's not a project. Real transformation builds an organization that gets those strategies and projects right, all the time. [page 351 ]\n\nGreat leaders leave the legacy of organizations that performs brilliantly long after they've moved on.\n\nOther Books by N. Dean Meyer\n\nPrinciple-based Organizational Structure : a handbook to help you engineer entrepreneurial thinking and teamwork into organizations of any size. 2017. (book)\n\nInternal Market Economics : practical resource-governance processes based on principles we all believe in. 2013. (book)\n\nAn Introduction to the Business-Within-a-Business Paradigm . 2002. (monograph)\n\nRoadMap : how to understand, diagnose, and fix your organization. 1998. (book)\n\nFast Track to Changing Corporate Culture . 2003. (monograph)\n\nMeyer's Rules of Order : how to hold highly productive business meetings. 2001. (pocket book of behavioral principles)\n\nOutsourcing : how to make vendors work for your shareholders. 1999. (book)\n\nDecentralization : fantasies, failings, and fundamentals. 1998. (book)\n\nDownsizing Without Destroying : how to trim what your organization does rather than destroy its ability to do anything at all. 2003, 2008. (monograph)\n\nThe Information Edge with Mary E. Boone. 1987, 1995. (book)\n\nAbout the Author"
}

{
  "id": "cm72c71of19og8082e7o3hmsj-2609efc23cf25e5bb07d8e4f3d1bf8da",
  "text": "Chief Digital Officers do not run a separate Marketing or IT group. They are Function Sales consultants — experts in how businesses utilize technologies to enhance customer experiences. CDOs are evangelists, participate in enterprise strategic planning, and serve as a part of the sales force within IT to help discover digital-business opportunities. [page 336 , see also 147 ]\n\n34: Summary of Results Delivered by a Market Organization\n\nThere are many benefits of implementing a Market Organization.\n\nFrom the perspective of an organization's customers, they appreciate: an effective point of interface (account representatives); reliable delivery of commitments; being in control of internal suppliers' priorities; partnering to find strategic opportunities; competitive prices; and customer focus. A Market Organization makes you the \"supplier of choice\" to your customers. [page 338 ]\n\nThere are also many benefits to the organization's staff, including: expectations in line with resources; clear boundaries and accountabilities; increased specialization (which is good for their careers); the fulfillment that comes from doing everything to run a small business (rather than dabbling in many businesses and owning none); teamwork; and empowerment (staff aren't set up to fail with accountabilities beyond their authorities). [page 340 ]\n\nBecoming an \"employer of choice\" attracts great people, even if you can't afford to pay top dollar. [page 341 ]\n\nPerhaps the most profound benefit to staff is the sense of purpose they get being in business to serve customers who value their work. [page 342 ]\n\nThe Market Organization is consistent with all four tenets of Conscious Capitalism. In fact, it provides the mechanics to implement Conscious Capitalism. [page 343 ]\n\n35: Close of My Tour: A Leader Who Leaves a Legacy\n\nSome say all it takes for an organization to succeed is top talent. But talent is not enough. Great people cannot perform well if your organizational ecosystem is poorly designed (reasons listed). [page 345 ]\n\nA transformation changes the executive's role into something far more strategic. With less time absorbed by operational issues, there's more time to look at the big picture, think about the future of the company, and mentor and inspire staff. [page 348 , see also 55 ]"
}