From 1983 to 2001, British bank Lloyds TSB increased its market capitalization 40-fold, in part by shedding assets and narrowing its focus. But something else was at work: a CEO-led transformation of the company's culture. In this article, Sir Brian Pitman, chief executive and chairman of Lloyds during this period, describes how the company became an exemplar of what has come to be called value-based management. Pitman emphasizes that leading for value involves making difficult, even wrenching choices. To make these tough choices, you need to have a single definition of success and a single means of measuring it. At Lloyds, he replaced the existing array of implicit objectives with a single governing objective (generate greater value for shareholders) and established increasingly sophisticated internal metrics for achieving it. He found that this objective served to create value for everyone. Customer satisfaction levels rose, employees were better remunerated, and Lloyds contributed more to the communities in which it did business. Furthermore, getting people to concentrate on things that really create value for the company demands that a leader create an environment of inquiry and discovery.

【書誌情報】

ページ数：8ページ

サイズ：A4

商品番号：HBSP-R0304B

発行日：2003/4/1

登録日：2012/3/28