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The Art of Action: Leadership that Closes the Gaps between Plans, Actions and Results by Stephen Bungay

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IMPACT

Examples of companies which have made a systematic attempt to do just that suggest what the effects can be.

One of them was the technology company whose starting point was described in Chapter 1. Some two years into the turnaround, I conducted a survey of middle and senior managers in key positions who had been involved in introducing the principles of directed opportunism.

 

“I have observed an increase in”

% of interviewees mentioning

1st-order effects

Clarity & alignment

90

 

Focus

86

 

Accountability

76

 

Motivation/sense of purpose

57

2nd-order effects

Speed

43

 

Cross-functional working

33

3rd-order effects

Commonality

81

 

Use of initiative

52

 

Revealing weaknesses

33

 

Imposing ...

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