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Project Title Achieving the Value-Added Organization Table of Contents 1Abstract 2Introduction 3Methodology Procedure 4Definition 41What is Value-Added 42How is it measured 5Why is Value-Added important to Organization 6Characteristics of an Value-Added Organization 7Techniques for a value-added organization 8Crafting a Strategy to Create and Capture Value focus on human resource issues Overview 61It Begins with Leadership - Strategic Thinking Navigating with Vision - Connect people with value creation -Changing Organizational Architecture to Create Value -Decision Authority the Level of Empowerment and Centralization vs Decentralization 62Developing an Engaged Workforce 63Initiating Motivating and Managing Change 64Knowledge and Incentive in Organizations 65Performance Evaluation 66Compensation Structure 67The Process of Management Innovation 68Capturing the Value Created 9Challenges Conclusion Cracking the value code - Part III page xxCracking the value code - Part III page xx 10Appendix INTRODUCTION The global business environment is changing faster than ever We are living in an era where businesses constantly need to reshape their ideas merely to survive But to achieve sustained success it is not sufficient merely to manage existing operations better businesses need to do things radically different to secure a competitive advantage At the most fundamental level of competitiveness are the equalizers Companies want to be as good as everyone else They seek ways to close the gap between themselves and everyone else in the industry Equalizers have a lot of catching up to do The next level of competitors are the differentiators They want to be better than the rest of the pack They seek ways to expand the gap between themselves and everyone else in the industry The highest level competitor is the value added peak competitor These organizations march to a different drumbeat They are not focused on the gap between themselves and the
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