Magyar Oil and Gas Company (MOL), 159, 180–181, 183, 184
management
commitment of, 45
of expectations, 236
of information, 238
involvement of, 50–51
of mind-sets, 254–256
of pace and momentum, 176
of people, see people management
performance-oriented, 230–232, see also end-to-end performance management
of relationships, 54–56
of risk, 170–171, 176
of tension, 152–153
transition, 121–126
Margerrison, Russell
on managing prices, 202
and revenue-management system, 204–205
markets, service, 225–230
Mary Kay Cosmetics, 251–252
mergers and acquisitions, 37, 39–40, 249–250
metric(s), 136–146
for building trust, 142–143
cost as, 217, 218
to counteract ‘‘miracles syndrome,’’ 141–142
input, 138
for momentum, 140–141
for motivation, 144–146
outcome, 138–140, 223
output, 138–140, 223
as reality check, 143–144
simplifying, 143
Microsoft, 59
mind-sets, 203–204, 251–256
business models as, 251–253
changing, 253–254
driving growth through, 254–256
managing, 256
‘‘miracles syndrome,’’ 55, 141–142
MOL, seeMagyar Oil and Gas Company
momentum, 52–54, 176
momentum metrics, 140–141
money (as incentive), 147
motivation
for change, 52
for continuing progress, 144–146
incentives for, 146–148
of outsourcing provider, 48, 54
in public sector, 236–237