The book is a welcome and rewarding contribution to the literature on business ethics. Its sections on moral theory are accessible and enlightening, which alone make the book well worth reading for anyone interested in probing more deeply into what it means to act ethically. Of particular interest to managers is the third part of the book, “The Manager’s View: Best Practices for Improved Ethical Decision-Making.” Every manager who wants to enhance their leadership would do well to study what the authors have to say and to put their informed suggestions into practice. The business world and the people it serves would be richer for it.
Bruce Weinstein, Ph.D., The Ethics Guy®, Author, The Good Ones: Ten Crucial Qualities of High-Character Employees
The book offers a modern insight into the complex process of solving moral dilemmas in the everyday practice of decision-makers. It is distinguished by a combination of theoretical and practical perspectives together with empirically supported findings that every leader should know to make the best possible ethical decisions in the current complex and dynamic business environment.
Robert Šumi, Ph.D., Chief Commissioner of The Commission for the Prevention of Corruption of the Republic of Slovenia
In the times where most decisions are justified with some level of urgency, we found ourselves in the world of multiple global crisis. The connection between two is more obvious by day. And yet, our knowing of crisis doesn’t bring the best of humanity to the surface, but continue to celebrate those who keep finding ways for increasing profits in the name of stakeholders, employment, democracy etc. This book reminds us of basic human decency and can help co-create a new compass beyond the business world.
Mihela Hladin Wolfe, former Director of Environmental Initiatives, EMEA, Patagonia, Advisor
Book available here.
Posnetek konference si lahko ogledate na Youtube povezavi.
Adriana Rejc Buhovac,
Professor of Strategic Management
“Your classes are full of useful tools for strategizing and developing businesses. What is the most important lesson you want to give to MBA students?”
“Formulating strategy is one thing, executing it throughout the entire organization, however, is the hard part. Unfortunately, most managers know far more about developing strategies than about making them happen. Most business schools around the world teach their students and executives about schools of thought that have very little to do with making strategies work. Implementing strategy is about overcoming the various organizational and ‘political’ obstacles, starting with preventing internal resistance to change, coping with existing power structures, adequately sharing information between individuals and business units responsible for strategy execution, ensuring feelings of ‘ownership’ of execution plans, etc. My first lesson to the MBA students is to think about implementing the strategy in the early phases of developing strategies—it all starts with who should participate in the strategy development process.”
“What is the biggest mistake companies do when they are developing their strategies?”
“In my professional career, I have worked with some of the greatest minds in the strategy development process. Learning from Marc J. Epstein (Harvard Business School, Stanford Business School, Rice University) and Gavin Lawrie (2GC Active Management), I have acquired know-how on developing strategies effectively, cascading them throughout the organization, and implementing strategic and operational control. The Balanced Scorecard 3rd Generation methodology that I most commonly use when working on strategy development is efficient, logical and leads to effective execution. My role is to facilitate innovative thinking and consensus building within a carefully selected, large enough group of strategists—instead of consulting what companies should do, I enable participants to develop their own strategies. I help them properly identify key strategic issues (competitive position, relative strengths and weaknesses, key opportunities and threats), articulate a clear vision of success (Destination Statement) and develop a logical strategy to achieve it (Strategy Map). The structured and systematic process encompasses development of performance measures and targets, too, and most important, cascading strategies to lower hierarchical levels.”
“How would you describe a “strategic mindset”?”
“Strategy is about ‘how’: how a company is going to compete, how it is going to create value and get to keep some of it, how it will achieve high levels of performance, or how it will create uncontested market space and make the competition irrelevant. A strategic mindset is exactly that: understanding and being able to articulate a logical strategic path from A to B.”
“What is your message to the future MBA candidates?”
“The focus of my Ljubljana MBA Strategic Management course is to train, not to teach. To use hands-on approach to developing strategies, not to discuss theory. To challenge you with implementation issues, not with strategy development basics. You will be part of a unique experience that no other business school provides.”
Kje? 8. junija 2022 v Grand hotelu Bernardin v Portorožu
Adriana je sodelovala s prispevkom ‘Trajnost – bistvo podjetij v prihodnosti’
Adriana bo govorka na letošnjem blejskem forumu z naslovom “The rule of power or power of rules?” Tema bodo trenutni globalni izzivi, Adriana pa se bo osredotočila na trajnostno naravnano poslovanje podjetij. Bled, 29. in 30. avgust 2022.
