The Northbound Train, Finding the Purpose, Setting the Direction, Shaping the Destiny of Your Organization, Karl Albrecht customer value, northbound train, your organization, his her, value package, few organizations, business logic
 
   

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The Northbound Train

Finding the Purpose, Setting the Direction, Shaping the Destiny of Your Organization

Karl Albrecht

 
   
 
 
 
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customer value
northbound train
your organization
his her
value package
few organizations
business logic
shock waves
her own
his her own
customer value package
quite few
quite few organizations
vision statement
see how
how we
unthinkable happening
wave riders
service leadership
driving patterns
structural options
post-capitalist models
setting directions
conventional planning
success model
critical environments
really good
we think
punish condone
we committed
opportunity threat
customer access
strategic partnering
mission statement
gap analysis
action planning
executive evangelism
organization learn
finding purpose
purpose setting
setting direction
direction shaping
shaping destiny
destiny your
finding purpose setting
purpose setting direction
setting direction shaping
direction shaping destiny
shaping destiny your
destiny your organization
leadership change
Karl Albrecht
Ken Blanchard
Edson Bueno
Goran Carstedt
Anders Franson
John Guaspari
Graham Inns
Carole Presley
Feargal Quinn
Noel Tanzer
The Northbound Train
Finding the Purpose, Setting the Direction, Shaping the Destiny of Your Organization
Leadership & Change
Change leadership
Change management
Change readiness
Continuous change
Discontinuous change
Individual leadership
Leadership development
Leadership style
Leading change
Learning organizations
Open book management
Organizational transformation
Paradigm shifts
Quantum leadership
Resistance to change
Scenario planning
Setting direction
Shared leadership
Succession planning
Karl Albrecht
Ken Blanchard
Edson Bueno
Goran Carstedt
Anders Franson
John Guaspari
Graham Inns
Carole Presley
Feargal Quinn
Noel Tanzer


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Following are the titles and brief quotes from the Concept Extracts that make up this Concept Book Summary. Click here to proceed to the full preview.  

 
   
The Unthinkable is Happening

"More and more companies are facing difficulties and even crises of survival that go far beyond the usual ups and downs of the economic cycle."


Shock Waves and Shock Wave Riders

"What are some of the shock waves we already know about that are affecting and will affect businesses around the world?"


Service Leadership

"The service leader is willing to put empowerment above personal power; contribution above his or her own ego satisfaction; and the needs of the team above his or her own needs for credit and acclaim."


Finding the Driving Patterns

"Although it isn't possible to reduce the rapidly changing business environment to a simple formula, we can still discern some basic realities that can get our feet back on the ground."


New Structural Options

"Fewer and fewer workers now fall into the category of task doers, that is, those who perform tasks that are fully predesigned and require little or no added value in the form of knowledge, judgment, creativity, or strategy."


Pre-Capitalist, Capitalist, and Post-Capitalist Models

"It is this evolution in the structuring of resources and relationships that is causing havoc with many businesses, and causing confusion in the minds of many business leaders."


Myth and Misconceptions about Setting Directions

"Many organizations waste enormous amounts of time and precious intellectual energy trying to plan and forecast their futures."


Conventional Planning

"Planning, as it is conventionally done, has little to offer in any highly ambiguous venture."


The Strategic Success Model

"Customer Value Package ? the infrastructure for value creation the enterprise uses in doing business with its customers. "


The Eight Critical Environments

"Environmental intelligence has more value than just in averting disasters."


What Are We Really Good At?

"Quite a few organizations get themselves into painful and unproductive situations by trying to enter markets they have no business being in."


How Do We Think?

"It is a relatively rare enterprise that has freed itself from intellectual clannishness and can honor all ways of thinking and knowing."


What Do We Reward, Punish, and Condone?

"What kinds of assignments or opportunities are used as rewards? Are there others that serve as punishments or inducements to leave?"


Are We Committed?

"It's striking how few organizations regularly measure and assess the state of the heart, the perceptions of quality of work life on the part of the people who work there."


Opportunity or Threat?

"Threats are created mostly by events, trends, or competitor actions."


Customer Access

"One of the first places to look for advantages is in customer-base analysis."


Strategic Partnering

"One of the hallmarks of the next decade of business will surely be an increase in partnering among organizations."


Customer Value

"What is customer value? It's the "mindware" created by the hardware and software you provide."


Hierarchy of Customer Value

"Think of customer value as forming a hierarchy analogous to Abraham Maslow's famous hierarchy of needs."


Vision Statement & Mission Statement

"Three components help to make a vision statement valid and useful for people."


Business Logic

"Let's develop this idea of business logic and see how we might model it so that the leaders of the organization can sort it out and make sure it works."


Customer Value Package

"Let's see how these seven components go together to form the infrastructure for delivery of customer value."


Gap Analysis

"In quite a few organizations, the planning processes wander off course somewhere and don't ever get to the gap-analysis stage."


Action Planning

"The more effective the thinking process is at the strategic level, the less elaborate the planning process needs to be at the tactical, operational levels."


Executive Evangelism

"Not all executives are comfortable with the evangelistic role, but nearly all can offer some semblance of it just by being who they are."


Helping the Organization Learn

"By helping each unit manager, and especially each middle manager, think of his or her unit as an enterprise within the overall enterprise, you can make the overall concept come alive in everyday work."


 


This Book Summary contains Concept Extracts from:

The Northbound Train
Karl Albrecht

Amacom
1994
(c) 1994 Karl Albrecht.


Biography: Karl Albrecht (San Diego, California) is a pioneer in developing new concepts for business and individual effectiveness. In his 20-year career as a consultant he has helped leaders of organizations, large and small, throughout the world. He is chairman of The TQS Group, a management consulting firm based in Chicago, and author of 18 books, including Service America! and The Only Thing That Matters.

Key Phrases in this title:
customer value, northbound train, your organization, his her, value package, few organizations, business logic, shock waves, her own, his her own, customer value package, quite few, quite few organizations, vision statement, see how, how we, unthinkable happening, wave riders, service leadership, driving patterns, structural options, post-capitalist models, setting directions, conventional planning, success model, critical environments, really good, we think, punish condone, we committed, opportunity threat, customer access, strategic partnering, mission statement, gap analysis, action planning, executive evangelism, organization learn, finding purpose, purpose setting, setting direction, direction shaping, shaping destiny, destiny your, finding purpose setting, purpose setting direction, setting direction shaping, direction shaping destiny, shaping destiny your, destiny your organization, leadership change, Karl Albrecht, Ken Blanchard, Edson Bueno, Goran Carstedt, Anders Franson, John Guaspari, Graham Inns, Carole Presley, Feargal Quinn, Noel Tanzer

Books at MeansBusiness by: Karl Albrecht
 
         


 
 
           
     
 
 



Leadership & Change
Book Summaries

The 20% Solution Using Rapid Redesign [TM] to Create Tomorrow's Organizations Today | John Cotter|1995
The 21st Century Organization Reinventing Through Reengineering | Warren Bennis, Michael Mische|1995
The 21st Century Supervisor Nine Essential Skills for Frontline Leaders | Brad Humphrey, Jeff Stokes|2000
The 3 Keys to Empowerment Release the Power Within People for Astonishing Results | Ken Blanchard, John Carlos, Alan Randolph|1999
The 500 Year Delta What Happens After What Comes Next | Jim Taylor, Watts Wacker|1997
The 9 Natural Laws of Leadership Warren Blank|1995
Ackoff's Best His Classic Writings on Management | Russell Ackoff|1999
Advancing Women In Business: The Catalyst Guide Best Practices From The Corporate Leaders | Catalyst|1998
The Art of Framing Managing the Language of Leadership | Gail Fairhurst, Robert Sarr|1996
Asia's New Wealth Club Who's Really Who in Twenty-first Century Business: The Top 100 Billionaires in Asia | Geoff Hiscock|2000
At the Helm Business Lessons for Navigating Rough Waters | Peter Isler, Peter Economy|2000
Big Change A Route-Map for Corporate Transformation | Paul Taffinder|1998
The Board Member's Guide to Strategic Planning A Practical Approach to Strengthening Nonprofit Organizations | Fisher Howe|1997
Boards at Work How Corporate Boards Create Competitive Advantage | Ram Charan|1998
Building Leaders How Successful Companies Develop the Next Generation | Jay Conger, Beth Benjamin|1999
Calling a Halt to Mindless Change A Plea for Commonsense Management | John Macdonald|1998
The Case Against ISO 9000 There Is a Better Way to: Improve Your Efficiency, Satisfy Your Customers, Provide Real Quality and Increase Your Revenue! | John Seddon|2000
CEO Succession A Window on How Boards Can Get It Right When Choosing a New Chief Executive | Dennis Carey, Dayton Ogden|2000
Champions of Change How CEOs and Their Companies Are Mastering the Skills of Radical Change | David Nadler|1998
Change the World How Ordinary People Can Accomplish Extraodinary Results | Robert Quinn|2000
Changing the Game Organizational Transformations of the First, Second, and Third Kinds | Eric Flamholtz, Yvonne Randle|1998
Co-Leaders The Power of Great Partnerships | David Heenan, Warren Bennis|1999
Coaching for Growth How to Bring Out the Best In Your Team and Yourself | Peter Bolt|2000
Coaching for Leadership How the World's Greatest Leaders Learn | Marshall Goldsmith, Laurence Lyons, Alyssa Freas|2000
Communicating For Change Connecting the Workplace with the Marketplace | Roger D'Aprix|1996
The Community of the Future Frances Hesselbein, Marshall Goldsmith, Richard Beckhard, Richard Schubert|1998
The Control Theory Manager Combining the Control Theory of William Glasser with the Wisdom of W. Edwards Deming to Explain Both What Quality Is and What Lead-Managers Do to Achieve It | William Glasser|1995
Corporate Cults The Insidious Lure of the All-Consuming Organization | Dave Arnott|2000
The Courageous Follower Standing Up to and for Our Leaders | Ira Chaleff|1998
Crisis & Renewal Meeting the Challenge of Organizational Change | David K Hurst|1995
Deep Change Discovering the Leader Within | Robert Quinn|1996
The Dream Society How the Coming Shift from Information to Imagination Will Transform Your Business | Rolf Jensen|1999
Driving Change How the Best Companies Are Preparing for the 21st Century | Jerry Wind, Jeremy Main|1998
The E-Myth Revisited Why Most Small Businesses Don't Work and What to Do About It | Michael Gerber|1995
The Effective Consultant How to Develop the High Performance Organisation | Paul Mooney|1999
The Effective Executive | Peter Drucker|1985
The Empowered Manager Positive Political Skills at Work | Peter Block|1987
Executive Teams | David Nadler, Janet Spencer|1998
Five Frogs on a Log A CEO's Field Guide to Accelerating the Transition in Mergers, Acquisitions, and Gut Wrenching Change | Mark Feldman, Michael Spratt|1999
Flawed Advice and the Management Trap How Managers Can Know When They're Getting Good Advice and When They're Not | Chris Argyris|2000
Flight of the Buffalo Soaring to Excellence, Learning to Let Employees Lead | James Belasco, Ralph Stayer|1993
Frankenstein's Manager Leadership's Missing Links | Bill McAneny|2000
From Worst to First Behind the Scenes of Continental's Remarkable Comeback | Gordon Bethune|1998
Funky Business Talent Makes Capital Dance | Jonas Ridderstale, Kjell Nordstrom|2000
Fusion Leadership Unlocking the Subtle Forces that Change People and Organizations | Richard Daft, Robert Lengel|1998
Goldilocks on Management 27 Revisionist Fairy Tales for Serious Managers | Gloria Gilbert Mayer, Thomas Mayer|1999
The Good, The Bad, and Your Business Choosing Right When Ethical Dilemmas Pull You Apart | Jeffrey Seglin|2000
Hard Wired Leadership Unleashing the Power of Personality to Become a New Millennium Leader | Roger Pearman|1998
High Flyers Developing the Next Generation of Leaders | Morgan McCall|1998
The High-Value Manager Developing the Core Competencies Your Organization Demands | Florence Stone, Randi Sachs|1995
How to Think Like a CEO The 22 Vital Traits You Need to Be the Person at the Top | Benton|1999
The Human Side of Change A Practical Guide to Organization Redesign | Timothy Galpin|1996
The Hungry Spirit Beyond Capitalism: A Quest for Purpose in the Modern World | Charles Handy|1999
I'd Like the World to Buy a Coke The Life and Leadership of Roberto Goizueta | David Greising|1998
In Search of Excellence in Project Management Successful Practices in High Performance Organizations | Harold Kerzner|1998
The Individualized Corporation A Fundamentally New Approach to Management | Sumantra Ghoshal, Christopher Bartlett|1997
The Inner Work of Leaders Leadership as a Habit of Mind | Barbara Mackoff, Gary Wenet|2001
The Innovator's Dilemma When New Technologies Cause Great Firms to Fail | Clayton Christensen|1997
Jack Welch and the GE Way Management Insights and Leadership Secrets of the Legendary CEO | Robert Slater|1999
Jack Welch Speaks Wisdom from the World's Greatest Business Leader | Janet Lowe|1998
Lasting Change The Shared Values Process That Makes Companies Great | Rob Lebow, William Simon|1997
The Leader of the Future New Visions, Strategies, and Practices for the Next Era | Frances Hesselbein, Marshall Goldsmith, Richard Beckhard|1996
Leader to Leader Enduring Insights on Leadership from the Drucker Foundation's Award-Winning Journal | Frances Hesselbein, Paul Cohen|1999
Leaders Strategies for Taking Charge | Warren Bennis, Burt Nanus|1997
Leadership A to Z A Guide for the Appropriately Ambitious | James O'Toole|1999
Leadership and the New Science Discovering Order in a Chaotic World | Margaret Wheatley|1999
The Leadership Challenge How to Keep Getting Extraordinary Things Done in Organizations | Jim Kouzes, Barry Z Posner|1997
Leadership IQ A Personal Development Process Based on a Scientific Study of a new Generation of Leaders | Emmett Murphy|1996
Leading at the Edge of Chaos How to Create the Nimble Organization | Daryl Conner|1998
Leading Change John Kotter|1996
Leading Consciously A Pilgrimage Toward Self-Mastery | Debashis Chatterjee|1998
Leading Corporate Transformation A Blueprint for Business Renewal | Robert Miles|1997
Learning from the Future Competitive Foresight Scenarios | Liam Fahey, Robert Randall|1998
A Little Knowledge Is a Dangerous Thing Understanding Our Global Knowledge Economy | Dale Neef|1999
Management Challenges for the 21st Century Peter Drucker|1999
The Management Team Handbook Five Key Strategies for Maximizing Group Performance | Marie McIntyre|1998
Management Teams Why They Succeed or Fail | Meredith Belbin|1996
Managing by Values Ken Blanchard, Michael O'Connor|1997
Managing With A Global Mindset | Jean-Pierre Jeannet|2000
Managing with Power Politics and Influence in Organizations | Jeffrey Pfeffer|1992
Managing Without Management A Post-management Manifesto for Business Simplicity | Richard Koch, Ian Godden|1997
Mind-Set Management The Heart of Leadership | Samuel Culbert|1996
The Natural Advantage Renewing Yourself | Alan Heeks|2000
The New Global Leaders Richard Branson, Percy Barnevik, David Simon and the Remaking of International Business | Manfred Kets de Vries|1999
The New Machiavelli The Art of Politics in Business | Alistair McAlpine|1998
The New Managerial Mentor Becoming a Learning Leader to Build Communities of Purpose | Patricia Fritts|1998
The Next Common Sense The e-Manager's Guide to Mastering Complexity | Michael Lissack, Johan Roos|2000
The Northbound Train Finding the Purpose, Setting the Direction, Shaping the Destiny of Your Organization | Karl Albrecht|1994
On Becoming a Servant-Leader The Private Writings of Robert K. Greenleaf | Robert K Greenleaf, Larry Spears, Don Frick|1996
Organizational Culture and Leadership | Edgar Schein|1997
The Path of Least Resistance for Managers Designing Organizations to Succeed | Robert Fritz|1999
The Post-Corporate World Life After Capitalism | David Korten|1999
The Power of Simplicity A Management Guide to Cutting Through the Nonsense and Doing Things Right | Jack Trout|1999
Power Up Transforming Organizations Through Shared Leadership | David Bradford, Allan Cohen|1998
Powerful Conversations How High Impact Leaders Communicate | Philip Harkins|1999
Presenting to Win A Guide for Finance and Business Professionals | Khalid Aziz|2000
Private Sector Strategies for Social Sector Success The Guide to Strategy and Planning for Public and Nonprofit Organizations | Kevin Kearns|2000
Putting Emotional Intelligence to Work Successful Leadership Is More Than IQ | David Ryback|1998
The Real Work of Leaders A Report from the Front Lines of Management | Donald Laurie|2000
Reengineering Management The Mandate for New Leadership | James Champy|1996
Reframing Organizations Artistry, Choice, and Leadership | Lee Bolman, Terrence Deal|1997
Responsible Managers Get Results How the Best Find Solutions?Not Excuses | Gerald Faust, Richard Lyles, Will Phillips|1998
Results-Based Leadership How Leaders Build the Business and Improve the Bottom Line | Dave Ulrich, Jack Zenger, Norm Smallwood|1999
Rethinking the Future Rethinking Business, Principles, Competition, Control & Complexity, Leadership, Markets and the World | Rowan Gibson|1999
Saving Big Blue Leadership Lessons and Turnaround Tactics of IBM's Lou Gerstner | Robert Slater|1999
Scenarios The Art of Strategic Conversation | Kees van der Heijden|1996
Semper Fi Business Leadership the Marine Corps Way | Dan Carrison, Rod Walsh|1999
Shaping the Adaptive Organization Landscapes, Learning, and Leadership in Volatile Times | William Fulmer|2000
The Spirit of Leadership Liberating the Leader in Each of Us | Harrison Owen|1999
Stewardship Choosing Service Over Self Interest | Peter Wilson|1993
Strategic Thinking and the New Science Planning in the Midst of Chaos, Complexity, and Change | Irene Sanders|1998
Sun Tzu and the Art of Business Six Strategic Principles for Managers | Mark McNeilly|1996
The Tao of Personal Leadership | Diane Dreher|1996
Ted Turner Speaks Insights from the World's Greatest Maverick | Janet Lowe|1999
The Temporary Society What Is Happening to Business & Family Life in America Under the Impact of Accelerating Change | Warren Bennis, Philip Slater|1998
The Ten Keys to Successful Change Management | John Pendlebury, Benoit Grouard, Francis Meston|1998
The Thinking Manager's Toolbox Effective Processes for Problem Solving & Decision Making | William Altier|1999
Thought Leaders Insights on the Future of Business | Joel Kurtzman|1998
The Transformation Imperative Achieving Market Dominance Through Radical Change | Thomas Vollmann|1996
The Transformation of Management Mike Davidson|1996
Tyranny of the Bottom Line Why Corporations Make Good People Do Bad Things | Ralph Estes|1996
Understanding and Changing Your Management Style | Robert Benfari|1999
The Will to Lead Running a Business with a Network of Leaders | Marvin Bower|1997
The World According to Peter Drucker Jack Beatty|1998



Leadership & Change
Book Extract Suites
Each Suite contains extracts from 3 to 10 books focused on a single business concept

  • Leadership and Management Roles
    • Leadership Styles and Strategies Dan Ciampa, Norm Smallwood, Christopher Earley, Miriam Erez, James O'Toole, David Bradford, William Lee, Edward Gubman, Allan Cohen, Charles Handy, Eric Bolland, Charles Hofer, Jack Zenger, Michael Watkins, Dave Ulrich
    • Communicating a Vision Dan Ciampa, John Kotter, Robert Slater, James O'Toole, Gail Fairhurst, Robert Sarr, Robert Quinn, Diane Dreher, Johan Roos, Michael Watkins, Michael Lissack
  • Shared Leadership
    • Powersharing Barry Z Posner, David Bradford, Robert Simons, Allan Cohen, William Halal, Jim Kouzes, James Lucas
    • Managing as a Team Marvin Bower, David Bradford, David Nadler, Janet Spencer, Allan Cohen, Jon Katzenbach, Douglas Smith, Paul Cohen, Frances Hesselbein
    • Leadership at all Levels Marshall Goldsmith, Don Tapscott, Robert Hargrove, Walter Tornow, Robert Bruner, Mark Eaker, Edward Freeman, Elizabeth Olmsted Teisberg, John Sifonis, David Dotlich, James Noel, Manuel London, Beverly Goldberg, Charles Manz, Henry Sims, Richard Beckhard, Frances Hesselbein, Robert Spekman
  • Leadership Development
    • Leadership Training and Education Norm Smallwood, Beth Benjamin, James O'Toole, Jay Conger, David Nadler, Elise Walton, Morgan McCall, Robert Bruce Shaw, Jack Zenger, Dave Ulrich
    • Leadership Succession and Continuity Dan Ciampa, Norm Smallwood, Beth Benjamin, Barry Gibbons, Walter Tornow, Jay Conger, David Dotlich, James Noel, Manuel London, Edgar Schein, Jack Zenger, Michael Watkins, Dave Ulrich
  • Leading Change
    • Communicating Change John Kotter, Marshall Goldsmith, Roger D'Aprix, Mark Herndon, Paul Taffinder, John Pendlebury, Eugene Marlow, Patricia O'Connor Wilson, Davis Fogg, Francis Meston, Mark Feldman, Michael Spratt, Richard Beckhard, Frances Hesselbein, Benoit Grouard, Timothy Galpin
    • Implementing Change Daniel Stowell, Paul Taffinder, John Pendlebury, David Nadler, Francis Meston, Gerald Faust, Richard Lyles, Will Phillips, Paul Cohen, Frances Hesselbein, Benoit Grouard, Daryl Conner
    • The Change Leadership Team Charles O'Reilly, John Kotter, Michael Tushman, Paul Levesque, Donald Mitchell, Carol Coles, Robert Metz, Peggy Simonsen, John Pendlebury, Francis Meston, Edgar Schein, Jon Katzenbach, Benoit Grouard
  • Entrepreneurship
    • The Entrepreneur Kathy Marshack, Abraham Maslow, Robert Wallace, Amar Bhide, William Lee, John Miner, Peter Drucker
  • Project Management
    • Project Managers James Taylor, Brad Humphrey, Jeff Stokes, Randall Englund, Robert Graham, Harold Kerzner, Jolyon Hallows, Davidson Frame, James Lewis
  • Decision-Making
    • Decision-Making Theory and Practice Robert Bruner, Mark Eaker, Edward Freeman, Elizabeth Olmsted Teisberg, Jeffrey Seglin, Haim Mendelson, Johannes Ziegler, George Day, David Reibstein, Susan Nash, James Davis, Adelaide Davis, Robert Spekman, Jim Matheson, David Matheson, Peter Drucker
    • Consensus Building Daniel Morris, Steven Rayner, Joel Brandon, Joel Edelman, Mary Beth Crain, David Bradford, William Rouse, Allan Cohen, Edgar Schein, Robert K Greenleaf
  • Corporate Governance
    • Boards of Directors Alan Weiss, Ram Charan, John Sifonis, Martin Sandler, Deborah Hudson, Beverly Goldberg
    • The Role of Senior Management Barry Gibbons, Ralph Estes, Martin Sandler, Deborah Hudson, David Nadler, David Heenan, Janet Spencer, Elise Walton, Warren Bennis, Robert Bruce Shaw, Robert K Greenleaf
    • Employees as Owners John Case, John Schuster, Jill Carpenter, Robert Blonchek, Martin O'Neill, Karen Southwick, David Korten, Thomas Davenport, Peter Drucker
  • Business Ethics & Social Responsibility
    • Ethical Business Practices Robert Slater, Robert Bruner, Mark Eaker, Edward Freeman, Elizabeth Olmsted Teisberg, Jeffrey Seglin, Robert Solomon, Ken Iverson, Robert Spekman, Robert K Greenleaf, Peter Drucker
    • Corporate Citizenship Peter Schwartz, Blair Gibb, Ralph Estes, Paul Dickinson, Neil Svensen, Charles Handy, Stan Rapp, Thomas Collins
  • See additional works by: Karl Albrecht, The Northbound Train , Finding the Purpose, Setting the Direction, Shaping the Destiny of Your Organization

    You'll find in-depth information on the following topics at this site:

    The Northbound Train, Finding the Purpose, Setting the Direction, Shaping the Destiny of Your Organization, Karl Albrecht, Ken Blanchard, Edson Bueno, Goran Carstedt, Anders Franson, John Guaspari, Graham Inns, Carole Presley, Feargal Quinn, Noel Tanzer, customer value, northbound train, your organization, his her, value package, few organizations, business logic, shock waves, her own, his her own, customer value package, quite few, quite few organizations, vision statement, see how, how we, unthinkable happening, wave riders, service leadership, driving patterns, structural options, post-capitalist models, setting directions, conventional planning, success model, critical environments, really good, we think, punish condone, we committed, opportunity threat, customer access, strategic partnering, mission statement, gap analysis, action planning, executive evangelism, organization learn, finding purpose, purpose setting, setting direction, direction shaping, shaping destiny, destiny your, finding purpose setting, purpose setting direction, setting direction shaping, direction shaping destiny, shaping destiny your, destiny your organization, leadership change, Karl Albrecht, Ken Blanchard, Edson Bueno, Goran Carstedt, Anders Franson, John Guaspari, Graham Inns, Carole Presley, Feargal Quinn, Noel Tanzer, The Northbound Train, Finding the Purpose, Setting the Direction, Shaping the Destiny of Your Organization, Leadership & Change, Karl Albrecht, Ken Blanchard, Edson Bueno, Goran Carstedt, Anders Franson, John Guaspari, Graham Inns, Carole Presley, Feargal Quinn, Noel Tanzer, Change leadership, Change management, Change readiness, Continuous change, Discontinuous change, Individual leadership, Leadership development, Leadership style, Leading change, Learning organizations, Open book management, Organizational transformation, Paradigm shifts, Quantum leadership, Resistance to change, Scenario planning, Setting direction, Shared leadership, Succession planning, Karl Albrecht, Ken Blanchard, Edson Bueno, Goran Carstedt, Anders Franson, John Guaspari, Graham Inns, Carole Presley, Feargal Quinn, Noel Tanzer, Leadership & Change


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    The Northbound Train, Finding the Purpose, Setting the Direction, Shaping the Destiny of Your Organization, Karl Albrecht customer value, northbound train, your organization, his her, value package, few organizations, business logic, shock waves, her own, his her own, customer value package, quite few, quite few organizations, vision statement

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