Chapter from: "The Vice Chairman's Doctrine"
Published by:
Business Expert Press
Length: 22 pages
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Abstract
This chapter is excerpted from 'The Vice Chairman's Doctrine'. There are books about product and companies, but no books about a company as a product. After 19 years in academics and 17 years on Wall Street, Ian Domowitz arrives from orbit around the top of a corporation with a mindset of leadership without authority. The former public company Vice Chairman and CEO offers a no holds-barred treatment of influence and leverage, complete with coaching, mantras, and essential tales of leadership. Change management is a lifestyle. Transformation is a calling card. The Vice Chairman's product is the company itself. Wrapped inside a series of vignettes, research and stories show how business process and culture converge as competitive advantage. Company priorities of innovation, branding, and culture are refashioned through unorthodox lenses that focus action through design thinking and transformation within a social system. Drawing from his body of knowledge and experience, Domowitz blurs lines between self-reflection, philosophy, and management science as he explores corporate life and decision making. The Vice Chair learns from architects, storytellers, linguists, psychologists, relationship gurus, mathematicians, religious figures, science fiction characters, detectives, film directors, professors, entrepreneurs, software designers, fearful events, AI, and even real companies. Each teaches transformation in its own way. The greater metamorphosis combines personal development with the management of a company as though it were a product. Culture emerges in the form of actionable values. The Vice Chairman's Doctrine is a transformative tale of leadership without authority, a perspective suiting a new breed of entrepreneurs and corporate warriors who reject control, live in a world of influencers and aspire to become one. It is a set of principles advocated, taught, and put into effect with respect to the acquisition and exercise of power, a coherent sum of assertions regarding influence and leverage within a company.
Chapter from: "The Vice Chairman's Doctrine"
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About
Abstract
This chapter is excerpted from 'The Vice Chairman's Doctrine'. There are books about product and companies, but no books about a company as a product. After 19 years in academics and 17 years on Wall Street, Ian Domowitz arrives from orbit around the top of a corporation with a mindset of leadership without authority. The former public company Vice Chairman and CEO offers a no holds-barred treatment of influence and leverage, complete with coaching, mantras, and essential tales of leadership. Change management is a lifestyle. Transformation is a calling card. The Vice Chairman's product is the company itself. Wrapped inside a series of vignettes, research and stories show how business process and culture converge as competitive advantage. Company priorities of innovation, branding, and culture are refashioned through unorthodox lenses that focus action through design thinking and transformation within a social system. Drawing from his body of knowledge and experience, Domowitz blurs lines between self-reflection, philosophy, and management science as he explores corporate life and decision making. The Vice Chair learns from architects, storytellers, linguists, psychologists, relationship gurus, mathematicians, religious figures, science fiction characters, detectives, film directors, professors, entrepreneurs, software designers, fearful events, AI, and even real companies. Each teaches transformation in its own way. The greater metamorphosis combines personal development with the management of a company as though it were a product. Culture emerges in the form of actionable values. The Vice Chairman's Doctrine is a transformative tale of leadership without authority, a perspective suiting a new breed of entrepreneurs and corporate warriors who reject control, live in a world of influencers and aspire to become one. It is a set of principles advocated, taught, and put into effect with respect to the acquisition and exercise of power, a coherent sum of assertions regarding influence and leverage within a company.
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