"La Ejecución Orientada a Resultados se convierte en una guía excelente para que los líderes de las organizaciones se muevan en la dirección correcta con pasos sencillos y seguros para lograr los resultados y el éxito que el país necesita. Hubiera agradecido tener esa guía cuando me iniciaba en las lides gerenciales" --Milagros Guzmán - Fundadora y Presidenta del INPRO
Review
"Mi gran amigo Eduardo Arroyo, a quien admiro por su profesionalismo, dedicación y creatividad, nos lleva por un camino de vida, articulando un modelo de 5 pasos que va más allá que la consecución de resultados, es en sí la culminación, de convertir nuestros sueños en realidades, ese es Eduardo quien lo ha vivido y hoy nos inspira, gracias amigo....gracias líder" --Bartty Gamundi - Presidente de la Cámara de Comercio de Puerto Rico
Review
"Por fin, una metodología estructurada y clara para conseguir lo que toda organización busca de manera incesante; lograr resultados favorables y sostenibles con el compromiso y participación de los empleados. Aplíquelo y se convencerá" --Edgar Quiñones - Partner & Senior Management Consultant
Product Description
If there is a single term that could universally describe what every leader needs in order to be successful is RESULTS: consistent, repeatable, desirable, favorable and sustainable results. In the USA over 70% of top executives that loose your jobs do so for failing to deliver results. In practice we have found that a series of GENERIC and CONTROLLABLE, PLANNED activities can maximize the probability of EXECUTING the ACTIONS that are theoretically necessary for obtaining the desired results. In addition to differentiating five phases, the model establishes the transition elements that help move an organization or work team from one stage to the next in a definitive fashion. ROE intends to ensure the execution of those actions theoretically required to accomplish results. In the real world, these five stages do not necessarily happen in a linear-consecutive and mutually exclusive fashion; they can coexist, advance or jump ahead of plan in the mind of those involved. This reality is reflected in the bidirectional arrows in the model s interconnection lines. These transition elements consist of more than 90 total considerations that we must handle or at a minimum consider in each stage. The more difficult the situation, or the more complex, different or dangerous are the actions necessary to obtain the desired results, the more formal and rigorous attention we must render to the transition elements. Handling more than 90 elements is not simple, but the microwave recipe does not yet exist. Indeed that requirement of rigor is what causes that so few leaders maintain an excellent level of results throughout their careers. Luckily, this model assures us an inventory of what we must be taking care of and of the risks to always consider for the stage in which we are and the elements that we must handle.
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