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Value Driven Management: How to Create and Maximize Value over Time for Organizational Success
Maximize profits! Create shareholder wealth! These are the values driving many businesses today. Whipped into a frenzy by the single-minded pursuit of these goals, companies often end up sacrificing good judgment, value, and, ultimately, the very success they were striving to achieve. This sad trend can be reversed with VALUE DRIVEN MANAGEMENT. Instead of focusing solely on profits or shareholder wealth, value driven management is aimed at creating and sustaining value over time--by recognizing and using eight "value drivers" to guide the organization's leadership, management, and decision-making processes. Beneficial to both organizations as a whole and individuals, the innovative philosophy of VALUE DRIVEN MANAGEMENT will help readers * Realize that economic value is only one aspect of value, important but not the paramount objective * Build an organization where the values of employees are in sync with organizational values * Establish a value-driven culture throughout the organization * Use value-driven management concepts to solve complex problems * Manage their self-development * Increase their job satisfaction, and more.
230 pages, Hardcover
First published April 28, 2000
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Displaying 1 - 2 of 2 reviews
March 23, 2023
ISBN = 0814404855
The Dean of NOVA Southeastern University in Fort Lauderdale Florida wrote this book. Since I attended the school I was curious and I had heard that it was interesting. I enjoyed it. The author states that value drives a business and without this idea the business would be doomed. What I liked about the book was that it introduced a lot of other theories into the discussion such as Porter’s model, the Hawthorne effect and even some discussion of NPV in finance. In all cases the discussion was brief, to the point and relevant.
Overall, my impression was that the Dean was trying to say that a corporation is really multi-dimensional. That is, a corporation should not be strictly related to profit. We have all heard this before. There are many types of stakeholders in a business. However, Pohlman really goes over the top making the case that business is all about balance. He says that management needs to expand to the workers by empowering them. The middle chapters of the book deal with this and they give lots of good examples (Nordstrom, GE, Koch). Some of them are from the Dean’s personal experience and they are very appropriate and to the point. Pohlman talks of why a business needs to be proactive and why it needs to be dynamic and in a constant state of evolution. The authors make the point that many businesses play too much defense and are on autopilot. This reminded me of the “Market Myopia” article I read in a marketing class by Ted Levitt. Basically, a business should be hungry, and perhaps a little threatened at all times. Another author that comes to mind is Andy Grove from Intel. Grove makes the point that “only the paranoid survive.” Pohlman and the other authors also come right out and say this in different words and they imply that it is short sighted not to listen and be agile. Pohlman is an advocate of change and a supporter of flatter organizations that empower the worker.
I thought the final two chapters were particularly good. Chapter 6 dealt with balance. That is, how it appears that short term changes can make a real difference in short term numbers. However, Pohlman really drives home the point that a corporation must have balance and that it is not all about profit. Employees, suppliers, customers and governments are all part of the equation. Chapter 7 dealt with an actual plan on how to change an organization to implement value driven management. In chapter 7 he really goes into some detail on matching the employee to an organization and he makes clear that the individual and the organization must take personal responsibility and ownership of problems and opportunities in the organization. His very last comments in the book revolve around personal responsibility. This is a subject close to my own heart. Mark D
The Dean of NOVA Southeastern University in Fort Lauderdale Florida wrote this book. Since I attended the school I was curious and I had heard that it was interesting. I enjoyed it. The author states that value drives a business and without this idea the business would be doomed. What I liked about the book was that it introduced a lot of other theories into the discussion such as Porter’s model, the Hawthorne effect and even some discussion of NPV in finance. In all cases the discussion was brief, to the point and relevant.
Overall, my impression was that the Dean was trying to say that a corporation is really multi-dimensional. That is, a corporation should not be strictly related to profit. We have all heard this before. There are many types of stakeholders in a business. However, Pohlman really goes over the top making the case that business is all about balance. He says that management needs to expand to the workers by empowering them. The middle chapters of the book deal with this and they give lots of good examples (Nordstrom, GE, Koch). Some of them are from the Dean’s personal experience and they are very appropriate and to the point. Pohlman talks of why a business needs to be proactive and why it needs to be dynamic and in a constant state of evolution. The authors make the point that many businesses play too much defense and are on autopilot. This reminded me of the “Market Myopia” article I read in a marketing class by Ted Levitt. Basically, a business should be hungry, and perhaps a little threatened at all times. Another author that comes to mind is Andy Grove from Intel. Grove makes the point that “only the paranoid survive.” Pohlman and the other authors also come right out and say this in different words and they imply that it is short sighted not to listen and be agile. Pohlman is an advocate of change and a supporter of flatter organizations that empower the worker.
I thought the final two chapters were particularly good. Chapter 6 dealt with balance. That is, how it appears that short term changes can make a real difference in short term numbers. However, Pohlman really drives home the point that a corporation must have balance and that it is not all about profit. Employees, suppliers, customers and governments are all part of the equation. Chapter 7 dealt with an actual plan on how to change an organization to implement value driven management. In chapter 7 he really goes into some detail on matching the employee to an organization and he makes clear that the individual and the organization must take personal responsibility and ownership of problems and opportunities in the organization. His very last comments in the book revolve around personal responsibility. This is a subject close to my own heart. Mark D
September 5, 2015
Value Driven Management illustrates how and why economic success is only one measure of the success of a business.
Displaying 1 - 2 of 2 reviews