Technology has made it possible to apply a new management philosophy. Leaders can let go and still be in control. They can involve key people without losing momentum. Companies can consistently measure organizational capability over time, and accurately benchmark 'soft' management areas, and a virtual CEO office really does work. Founded on three key insights (the operating arena; managing by pull and push; and the web-based dialogue centre), Beyond Control offers a revolutionary model for shifting the management focus from structured control to guided interaction. Using this approach companies can build a participative operating system that creates space for managers to excel, and avoids the unpleasant surprises that can lead to corporate scandals.

Table of Contents:
Introduction ix A new approach x The research base xi Strategic pull and operational push xii Strategic alignment and the corporate black box xii Operating arena xiii Corporate dialogue xiii The executive dialogue centre xiv Moving beyond control xiv Layout of the book xv Flowchart xviii Acknowledgements xix Part I: Moving Beyond Control: A New Concept 1 1. Strategic Alignment: Is a New System Needed? 3 The profitability equation 3 Moving beyond control 4 How things can go out of control 5 How problems were caused by the operations being ‘black boxed’ 7 Opening up the black box 11 Lessons learned 12 2. The Corporate Black Box: Understanding History 13 Looking back 13 A new approach 33 Lessons learned 35 3. The Operating Arena: Aligning the Space 37 The operating arena explained 37 A dynamic space 39 The theory of strategic alignment 43 Measuring alignment of capabilities 45 The organizational capability scan 46 A management style for strategic alignment 53 Lessons learned 55 4. Leadership Beyond Control: Creating the Push 57 The ideal leadership 57 Aligning strategy and execution 59 Participation: Leading from the middle 61 Combining power and authority: Creating a culture of respect 63 Managing by strategic pull and operational push 64 Measuring the capacity for alignment 66 Lessons learned 74 Part II: Creating Alignment: The Continuous Dialogue 75 5. The Corporate Dialogue: Activating the Agenda 77 Measuring, matching and managing 77 Measuring 79 Matching: Creating the alignment agenda 83 Managing 86 Lessons learned 91 6. The Executive Dialogue Centre: Installing the Toolbox 93 The executive dialogue centre 93 Ten reasons for establishing an executive dialogue centre 97 The process of managing beyond control 103 Lessons learned 105 7. The Fundamentals: A Mindset for Pull and Push 107 Four pillars 107 Managing complexity is about letting go 108 Individual freedom supports commitment 114 Transparency and accountability are assets 115 Shared uncertainty reduces fear 117 Lessons learned 119 Part III: Managing Alignment: Leading, Rewarding and Reporting 121 8. The Chief Executive Officer: Believer-in-Chief 123 Intent: Being an internal and external role model 124 Objectives: Goals that hit home and please people 133 Resources: Making managers unlock people’s potential 136 Interaction: Taking charge of communication 137 The corporate dialogue process 141 Lessons learned 145 9. The Chief Financial Officer: Guarding the Equation 147 Intent: Creating total clarity 148 Objectives: Linking score with capabilities 152 Resources: Focus on facilitation and reality 155 Interaction: The conscience behind the data 155 Lessons learned 157 10. The Human Resource Director: Aligning Talent 159 Intent: Giving the right people the real story 161 Objectives: Fighting for meritocracy 170 Resources: Being committed to engagement 173 Interaction: Fighting for openness 178 Lessons learned 182 11. The Communications Director: The Coherent, Consistent Storyline 185 Intent: Making sense of strategy through interaction 187 Interaction: Managing the ecosystem of dialogue 192 Objectives: Enabling individual agendas to be aligned with the strategic alignment agenda 196 Resources: Infrastructure as an enabler for consistency 196 Lessons learned 197 Epilogue 199 Appendix I: Gap Analyses 201 Appendix II: Campaign Invitations and Protocols 203 Appendix III: A Case Study on Measuring – ABN AMRO 205 Appendix IV: A Case Study on Matching – Numico 208 Appendix V: A Case Study on Managing – Sara Lee/DE 211 Appendix VI: How Aligned Is Your Company? 215 Notes 217 Index 221