Index

Citation

Stein, G. (2017), "Index", And Now What?, Emerald Publishing Limited, Leeds, pp. 367-370. https://doi.org/10.1108/978-1-78743-525-420171020

Publisher

:

Emerald Publishing Limited

Copyright © 2018 Emerald Publishing Limited

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INDEX

Acquire new knowledge

, 47–48

Adhocracy

, 346

Advanced Management Program (AMP)

, 195–196

Agents of change

, 38–39

AMP. See Advanced Management Program (AMP)

Anglosaxon character

, 66

Anthropological model

, 81–82

Beginning, transition

, 61

Behaviors

, 53–54

Building workplace relationships

, 48–49

Business culture

, 66

Career paths

, 108–110

Casablanca, Pedro

, 336–337

Catek, Börjesson, Sybila in

boss’s decision

, 249–250

CFO at Scandinavica

, 238–239

daily activities

, 246–249

first decisions

, 244–246

Francisco’s opinion

, 251

Francisco’s point of view

, 252–253

new career stage

, 241–242

offer from

, 243–244

Ortega, Luis

, 239–241

sale of

, 251–252

Celebrating bonus sprints

, 40–42

Chance to learn

, 43–45

Change

agents of

, 38–39

sake of

, 39

vs. transition

, 60–62

Charge effectively

, 59–60

Client mentality

, 101–102

Command and control style

, 40

Communication

, 5, 9, 36–37

Communication plan

, 52–53

Communication process

, 79, 80

Company culture

, 66

Compensation

pay bands

, 110–111

variable compensation

, 111–115

Corporate Commercial School

, 196–197

Corporate culture

, 78

Corporate responsibilities

, 19

Coutin, Philippe

, 333–334

Criticisms

, 37

Cultural changes

, 4

Culture and soft power

, 76–77

Culture, concept of

, 68

Culture of quality

, 67

Decision-executor

, 3

Decision-makers

, 3, 17–18

Development and training

client mentality

, 101–102

priorities

, 102–103

short and intense impact

, 103–106

Economic efficiency

, 80

Effective behaviors

, 7–8

Effective decisions

, 33

Effective executives

, 32

Ending, transition

, 60–61

Estévez, Bertrand

, 334

Expectations

, 37

Experiences

, 37

Extrinsic motivation

, 82

Failure to handle the situation

, 15

Federation of Spirit Beverages (FEBE)

, 331

Financial services company

, 16–17, 16–24

Formal appointment

, 35

Formal organization and real organization

, 70–73

Google

, 65

Health & Beauty (H&B)

, 157

conflict

, 171–173

managing being bypassed

, 184–185

managing the team

, 165–167

reflections for learning

, 182–184

relationship with Nuria Rosal

, 167–171

Yolanda’s experience

, 160–165

Yolanda’s position

, 173–175

Yolanda’s superiors

, 175–182

How to Win Friends and Influence People (Carnegie, Dale)

, 9

HR decision

, 19

HR management

attract the right talent

, 95–96

hiring and recruitment

, 93–94

recruitment approach

, 94–95

Human organizations and tribes

, 69–73

iLEAD

, 343

Institutional values

, 83

Institution, concept of

, 81

Intentions, statements of

, 35

Interview

with CEO of Kölner Bank

, 202–204

with CEO of logistics company

, 27–29

with CEO of software company

, 24–25

with president and CEO of financial services company

, 16–24

with sales director multinational telecommunications company

, 25–26

Intrinsic motivation

, 82

Job banding

, 342

Kölner Bank

after the holiday

, 198–202

conversation with max

, 192–193

in Germany

, 197–198

Haller, Max

, 193–194

interview with CEO

, 202–204

Max’s departure

, 204–205

November 2010

, 204

Reiner’s career at

, 188–191

Reiner’s unit

, 194–195

transition

, 205–206

Laborde, Eric

, 329–333

Lack of information

, 15

Lack of personal maturity

, 15

Landing framework

, 155–156

Leader–member exchange (LMX)

, 71, 72

Leadership

, 152–153

ability to tolerate conflict

, 52

authority and dependency

, 62

capacity to work

, 52

common pitfalls

, 54–57

concentration

, 52

confidence

, 52

critical self-knowledge

, 52

drive and resilience

, 52

empathy with others

, 52

persistence

, 52

solid ambition

, 52

style

, 50–52

Lillo, Antonio

, 335

Logistics company

, 27–29

Maffioli, Massimiliano

, 335–336

Manage expectations

, 49–50

Management Committee

, 321, 334–337

Managing trust

, 153–154

Mergers and acquisitions

, 122–124

actual merger process

, 139

communication

, 138

comprehensive, integrative analysis

, 131–133

facilitate internal mobility

, 133–134

fail

, 125–129

full-time interdisciplinary merger

, 129–131

identify key people

, 138

integration committee

, 129–131, 138, 139–143

merger process

, 143–146

organization

, 137

real due diligence

, 136–137

reality of

, 134–136

retention plan

, 139

strategy

, 137

workforce

, 137

Mind map

, 45–47

Motivation process

, 79, 81

Motivation, theory of

, 82–83

Multinational telecommunications company

, 25–26

Networking island

, 337

Network of contacts

, 4

Neutral zone, transition

, 61

New job adjustment

, 4–7

Onboarding and integration processes

, 96–98

Onboarding processes

, 100

Operational goals

, 79

Organizational change

, 75–76

Organizational development

, 31

Organizational development pyramid

, 67

Organizational models

, 77–87

Outstanding producers

, 18

People management

, 93

compensation

, 110–115

development and training

, 100–106

evaluation and promotion

, 106–110

hiring and recruitment

, 93–96

internal communication

, 115–117

onboarding and integration processes

, 96–100

performance management

, 90–93

talent (potential) management

, 90–93

Performance management

, 90–93

Personal development

, 31

Personal effectiveness

, 32–33

Pharmacy and Biocosmetics (P&B)

, 157–159

Placement processes

, 98–100

Plan the transition

, 50

Positive changes

, 31

Predecessor matter

, 21–22

Priorities

, 102–103

PRISA group

, 291

PRISA radio

, 292

Bolivia

, 294–296

Brazil

, 296–301

brink of disaster

, 305–307

challenges with

, 311

digital transformation

, 315–318

early years

, 292–294

group’s finances

, 311–312

internationalization and diversification

, 312–315

marketing challenge

, 307–311

teams

, 301–305

Product life cycle

, 152

Professional careers

, 34

Professional responsibility carries

, 34

Profit-and-loss statements

, 17–18

Reactive change

, 75–76

Ricard, Pernod

challenges of

, 345–348

competitive strategy of

, 338–339

finances of

, 339

human resources

, 342–344

managers of

, 344

surveys

, 344–345

values

, 339–341

Sake of change

, 39

Silicon Valley

, 71

Skillfully deal with issues

, 8

Skills-based management model

, 107–108

Société pour l’Exportation des Grandes Marques (SEGM)

, 329

Soft power and culture

, 76–77

Software company

, 24–25

Start-up, turnaround, accelerated growth, realignment, and sustaining success (STARS) model

, 151

Steering Committee

, 73–77

Stock market

, 17

Strengths productive

, 32–33

Talent identification

, 2

Talent (potential) management

, 90–93

Teamwork

, 24

Theory of leader–member exchange (LMX)

, 71, 72

Theory of motivation

, 82–83

Top management position

, 17–18

Transcendent motivation

, 82

Transformation

, 17

Transformational projects

, 21

Transformers

, 18

Tribes: We Need You to Lead Us (Godin, Seth)

, 69

VivaVisión

, 265–266

business plan

, 274

call from Grupo Luna

, 264–265

day-to-day

, 275–282

first steps in profession

, 259–262

on plane

, 282–286

plans and objectives

, 280–282

from Sony to Masficción

, 262–263

television market in Spain

, 266–271

Voice of data

, 37–38

West Line

, 209–210

career at

, 216–219

closer to CEO

, 219

getting into management

, 223–228

Guillermo

, 231–232

memories of Africa

, 213–215

Oliva, Guillermo

, 212–213

period of mergers

, 215–216

transition phase

, 220–223

victim of success

, 228–230

Yolanda Cruz

, 157

See also Health & Beauty (H&B)