Operational Leadership

In spite of the proliferation of various methods to improve operational performance, leaders have not become more adept in their roles due in part to a traditional functional bias. This book outlines the needed evolution in leadership attitudes and behaviors in the key operational areas such as new product development, sales, operations, customer service, human resources, finance, and information technology. It relies on concepts introduced by Dr. G. Rummler & Alan Brache, Dr. Tom Davenport, and Dr. Michael Hammer. It updates this body of knowledge and presents a framework for action in an easy to read, actionable format.