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Telling Fairy Tales in the Board Room contains five stories that dramatize five key themes of dysfunctional leadership and how coaches can intervene.
Find out what happens when companies stop competing and start collaborating.Off-Centered Leadership considers an innovative approach to business by exploring what happens when companies stop competing and start collaborating — both externally in the marketplace and internally in building a culture of communication, trust and alignment. Brimming with lessons on entrepreneurship and culture from the founder of Dogfish Head Craft Brewery, one of the fastest growing independent brewery in the country,members of his leadership team and external mentors from the worlds of business and art, this game-changing text turns competition on its head by showcasing how competing organizations can work together—and with other local businesses—to reach a common goal.
Authors: Kotler, Philip, Berger, Roland, Bickhoff, NilsWritten by leading experts in strategic managementProvides a basic yet complete understanding of strategy and the process of strategic managementMaintains the right balance between state-of-the-art research and practical hints from insidersThis book provides practitioners with a basic understanding of strategy and the process of strategic management. Using academic foundations and best practices from business life, the authors present the most important strategy tools and how they interact.
This celebrated New York Times bestseller – now poised to reach an even wider audience in paperback – is a book that is changing the way Americans think about selling products and disseminating ideas.
This book harvests tried and tested management models – models that have demonstrated added value in everyday organisational practice – in an accessible and readable volume. Each contribution is structured around one central figure while describing concisely the nature, the use, actual experiences and some do’s and don’ts of CSR.
by Stephen B Adams , Marvin O Brown , Thomas J Calo , Wayne H Decker , Richard C Hoffman , Charles C Manz , Karen P Manz , Olivier P Roche , Frank Shipper , Marc D Street , Vera L Street , Christy H Weer , Language: English
Today’s views of leadership and management have significantly expanded to incorporate a variety of elements such as rewards, visions, and worker participation. However, most perspectives still view leadership as something that is assigned to a designated person who then exercises influence downward toward subordinate followers. In many ways the persistent top-down command and control theme that supports established leadership thought and practice prevents organizations from fully tapping into their human resources, in turn limiting their flexibility to meet the challenges of increasingly dynamic, complex, and competitive environments.
Shared Entrepreneurship replaces the top-down approaches of the past with a new framework that draws strengths and innovation from collaboration and sharing. This book is divided into two main sections. The first section consists of six chapters which provide an in-depth overview and discussion of shared entrepreneurship. The second section consists of eight original case studies commissioned by the authors, featuring such companies as Herman Miller, Inc., SRC Holdings, and W.L. Gore & Associates.
This book by Peter Béndek presents a strong case against the current practice of business operations improvement, based on numerous studies from the business world as well as insights from the most prestigious authors of the last fifty years. The author contests the applicability and indeed the relevance of the Toyota Production System and its spin-offs to the Western context, claiming that a revised approach is much better suited to taking our specific cultural conditions into account, while also combining increased transparency, speed, and sustainability of change with a robust value-creating capability.
The rise of digital media and the public’s demand for transparency has elevated the importance of communication for every business. To have a voice or seat at the table and maximize their full value, a strategic communicator must be able to speak the language and understand business goals, issues, and trends. The challenge is that many communicators don’t hold an MBA and didn’t study business in college.
Business Essentials for Strategic Communicators provides communication professionals and students with the essential ‘Business 101’ knowledge they need to navigate the business world with the best of them.
The editor and authors of this book aim to show how systems theory can help us to understand the reproductive effects of technology upon management. They bring together a series of empirical cases that draw upon the work of German sociologist Niklas Luhmann, and particularly his systems theoretical concept of technology. Each case singles out specific regulatory tools and explores how existing paradoxes of control emerge within public organizations or efforts to organize the public.
Your company is turning in regular profits every year, and its market share is only getting bigger. Competitors can’t touch you. So why is your stock price so sluggish? The answer is as simple as it is cruel: investors aren’t interested in history, and they already know you’re profitable and competitive—that knowledge is baked into your stock price.The hard reality is that a competitive advantage just isn’t enough. Investors want companies to surprise them with unexpected value, which means that you can outperform market expectations only if you as a leader know how to find, create, and deliver a series of multiple competitive advantages.T
Once in a generation, a book comes along that transforms the business landscape. For today’s business leaders, The New How redefines the way companies create strategies and win new markets.
Management gurus have always said “people matter.” But those same gurus still relegate strategy to an elite set of executives who focus on frameworks, long presentations, and hierarchical approaches. Business strategy typically has been planned by corporate chiefs in annual meetings, and then dictated to managers to carry out.
Birds of a feather flock together. We’re all in the same boat. Great minds think alike. While just figures of speech to some, they reflect a simple truthit’s the company we keep that often determines the level of personal growth and professional success we achieve in life.Business leaders exchange information and ideas. They network to make deals and build partnerships. They work together to optimize best practices, and they reach out to leaders outside their companies to accelerate growth. Simply put, CEOs and business leaders provide value to one another that they can’t find anywhere else.
Creativity, new ideas, innovation – in any age they are keys to success, but in today’s whirlwind economy they are essential for survival itself. Yet, as Robert Sutton explains, the standard rules of business behavior and management are precisely the opposite of what it takes to build an innovative company. We are told to hire people who will fit in; to train them extensively; and to work to instill a corporate culture in every employee. In fact, in order to foster creativity, we should hire misfits, goad them to fight, and pay them to defy convention and undermine the prevailing culture.
How did Circuit City go from a Mom and Pop store with a mere $13,000 investment, to the best performing Fortune 500 Company for any 15-year period between 1965 and 1995, to bankruptcy and liquidation in 2009? What must leaders do not only to take a business from good to great, but to avoid plummeting from great to gone in a constantly evolving marketplace?Alan Wurtzel, son of Circuit City founder Sam Wurtzel, took over as CEO in 1972 and implemented a successful long term strategy that simplified the company by unloading unsuccessful acquisitions, expanded the few winning divisions, and preserved the distinct employee culture his father created, positioning the company for unprecedented success.
Once you come to believe in a map, it is very difficult to change it, and, if your facts are wrong then you will be relying on a map that is wrong too. Too often a mental mapsa act like blinkers rather than guides – preventing us from acting effectively. Rafael Ramirez (from the Preface) The Value Net A Tool for Competitive Strategy Cinzia Parolini SDA Bocconi, School of Management, Milan, Italy Faced with a continuously changing, and an increasingly competitive, business environment, strategic analysts and senior managers are still reluctant to forsake the familiar and traditional tools and models which were conceived in the very different world of the 1970s and 1980s.
Many companies and organizations are faced with a portfolio of projects that need to be managed effectively and successfully. This new book by leading practitioners introduces a framework and range of tools to enable the project portfolio to be strategically managed.
In order to succeed in the new business environment, workers must learn how to influence people over whom they have no direct control. In this book, an experienced organizational consultant shows readers how to build alliances and persuade peers, not just boss them around. He uses case studies and anecdotes from his own practice to illustrate specific tactics that can be used in any work situation.
The discussion in this book provides an introduction to the concept of entrepreneurship and entrepreneurial business management. The author covers many elements of the entrepreneurial management discipline including choosing a business, organizing, financing, marketing, developing an offering that the market will value, and growing a business.
Readers learn to tame the complexity of real-world problems by using a structured approach of balancing broad views and relevant details. Managers will gain tips and advice on everything from dealing with a busy office to negotiating an outsourcing deal.
If you are like most business owners and leaders today, you feel stuck working constantly ”in” your business, for little return. Profit guru Steve Van Remortel has the solution. The Stop Selling Vanilla Ice Cream ® process offers an easy-to-follow strategic planning and talent development methodology to work ”on” your business that leads to a real differentiation and a high-performance team ready to deliver it. You will discover the answer to the most important strategic question for your business: Why will a customer choose you over your competitors?The Stop Selling Vanilla Ice Cream process focuses on creating individual, team and organizational performance breakthroughs through the optimization of strategy and talent.
In recent years, business leaders have been investing unprecedented amounts of time and money pursuing innovation to drive profits and growth. Although far from perfected, the innovation best practices they follow are by now well established.
But when your expected ROI isn’t measured in dollars but in social good, the game is played very differently—which is where The Social Innovation Imperative comes in.
Sandra M. Bates has spent the last decade helping major corporations create new markets for technology, consumer goods, and services.
This clear, insightful, and interesting work covers all aspects of strategic management, including chapters that discuss SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis, the Resource-Based View, transaction cost economics, and real options theory. Unlike other books, this three-volume work examines strategic management from different perspectives, effectively interweaving seemingly disparate subdisciplines, such as entrepreneurship and international business, with specialized foci, such as creativity, innovation, and trust.I
Solving the Strategy Delusion is a comprehensive and insightful remedy for the field of strategic change, and advances the subject in original ways. Everyone working at senior levels of business and policy should read this book. This is a fresh and decisive contribution to the canon of strategy. Kevin Roberts, CEO Worldwide of Saatchi & Saatchi
Solving the Strategy Delusion opens new windows for looking at realising strategy. It rewrites ingrained behavioural practices to fit today’s extraordinary strategic challenges.
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