Business and Management Books

Book SynopsisHow can analytics scholars and healthcare professionals access the most exciting and important healthcare topics and tools for the 21st century? Editors Tinglong Dai and Sridhar Tayur, aided by a team of internationally acclaimed experts, have curated this timely volume to help newcomers and seasoned researchers alike to rapidly comprehend a diverse set of thrusts and tools in this rapidly growing cross-disciplinary field. The Handbook covers a wide range of macro-, meso- and micro-level thrustssuch as market design, competing interests, global health,personalizedmedicine, residential care and concierge medicine, among othersand structures what has been a highly fragmented research area into a coherent scientific discipline. The handbook also provides an easy-to-comprehend introduction to five essential research toolsMarkov decision process, game theory and information economics, queueing games, econometric methods, and data scienceby illustratTable of ContentsList of Contributors xvii Preface xix Glossary of Terms xxvii Acknowledgments xxxv Part I Thrusts Macro-level Thrusts (MaTs) 1 Organizational Structure 1Jay Levine 1.1 Introduction to the Healthcare Industry 2 1.2 Academic Medical Centers 6 1.3 Community Hospitals and Physicians 16 1.4 Conclusion 19 2 Access to Healthcare 21Donald R. Fischer 2.1 Introduction 21 2.2 Goals 27 2.3 Opportunity for Action 29 3 Market Design 31Itai Ashlagi 3.1 Introduction 31 3.2 Matching Doctors to Residency Programs 31 3.2.1 Early Days 31 3.2.2 A Centralized Market and New Challenges 32 3.2.3 Puzzles and Theory 33 3.3 Kidney Exchange 35 3.3.1 Background 35 3.3.2 Creating a Thick Marketplace for Kidney Exchange 36 3.3.3 Dynamic Matching 38 3.3.4 The Marketplace for Kidney Exchange in the United States 41 3.3.5 Final Comments on Kidney Exchange 43 References 44 Meso-level Thrusts (MeTs) 4 Competing Interests 51Joel Goh 4.1 Introduction 51 4.2 The Literature on Competing Interests 53 4.2.1 Evaluation of Pharmaceutical Products 53 4.2.1.1 Individual Drug Classes 54 4.2.1.2 Multiple Interventions 55 4.2.1.3 Review Articles 56 4.2.2 Physician Ownership 56 4.2.2.1 Physician Ownership of Ancillary Services 57 4.2.2.2 Physician Ownership of Ambulatory Surgery Centers 59 4.2.2.3 Physician Ownership of Speciality Hospitals 60 4.2.2.4 Physician-Owned Distributors 61 4.2.3 Medical Reporting 62 4.2.3.1 DRG Upcoding 63 4.2.3.2 Non-DRG Upcoding 64 4.3 Examples 65 4.3.1 Example 1: Physician Decisions with Competing Interests 66 4.3.2 Example 2: Evidence of HAI Upcoding 70 4.4 Summary and FutureWork 72 References 73 5 Quality of Care 79Hummy Song and Senthil Veeraraghavan 5.1 Frameworks for Measuring Healthcare Quality 79 5.1.1 The Donabedian Model 79 5.1.2 The AHRQ Framework 81 5.2 Understanding Healthcare Quality: Classification of the Existing OR/MS Literature 82 5.2.1 Structure 82 5.2.2 Process 85 5.2.3 Outcome 91 5.2.4 Patient Experience 92 5.2.5 Access 94 5.3 Open Areas for Future Research 95 5.3.1 Understanding Structures and Their Interactions with Processes and Outcomes 95 5.3.2 Understanding Patient Experiences and Their Interactions with Structure 96 5.3.3 Understanding Processes andTheir Interactions with Outcomes 97 5.3.4 Understanding Access to Care 98 5.4 Conclusions 98 Acknowledgments 99 References 99 6 Personalized Medicine 109Turgay Ayer and Qiushi Chen 6.1 Introduction 109 6.2 Sequential Decision Disease Models with Health Information Updates 111 6.2.1 Case Study: POMDP Model for Personalized Breast Cancer Screening 113 6.2.2 Case Study: Kalman Filter for Glaucoma Monitoring 116 6.2.3 Other Relevant Studies 118 6.3 One-Time Decision Disease Models with Risk Stratification 120 6.3.1 Case Study: Subtype-Based Treatment for DLBCL 121 6.3.2 Other Applications 124 6.4 Artificial Intelligence-Based Approaches 125 6.4.1 Learning from Existing Health Data 126 6.4.2 Learning from Trial and Error 127 6.5 Conclusions and Emerging Future Research Directions 128 References 130 7 Global Health 137Karthik V. Natarajan and Jayashankar M. Swaminathan 7.1 Introduction 137 7.2 Funding Allocation in Global Health Settings 139 7.2.1 Funding Allocation for Disease Prevention 139 7.2.2 Funding Allocation for Treatment of Disease Conditions 143 7.2.2.1 Service Settings 143 7.2.2.2 Product Settings 146 7.3 Inventory Allocation in Global Health Settings 147 7.3.1 Inventory Allocation for Disease Prevention 147 7.3.2 Inventory Allocation for Treatment of Disease Conditions 149 7.4 Capacity Allocation in Global Health Settings 153 7.5 Conclusions and Future Directions 155 References 156 8 Healthcare Supply Chain 159Soo-Haeng Cho and Hui Zhao 8.1 Introduction 159 8.2 Literature Review 162 8.3 Model and Analysis 164 8.3.1 Generic Injectable Drug Supply Chain 164 8.3.1.1 Model 166 8.3.1.2 Analysis 168 8.3.2 Influenza Vaccine Supply Chain 171 8.3.2.1 Model 172 8.3.2.2 Analysis 173 8.4 Discussion and Future Research 177 Appendix 180 Acknowledgment 182 References 182 9 Organ Transplantation 187Bar𝚤¸s Ata, John J. Friedewald and A. CemRanda 9.1 Introduction 187 9.2 The Deceased-Donor Organ Allocation system: Stakeholders and Their Objectives 189 9.3 Research Opportunities in the Area 199 9.3.1 Past Research on the Transplant Candidate’s Problem 199 9.3.2 Challenges in Modeling Patient Choice 201 9.3.3 Past Research on the Deceased-donor Organ Allocation Policy 202 9.3.4 Challenges in Modeling the Deceased-donor Organ Allocation Policy 206 9.3.5 Research Problems from the Perspective of Other Stakeholders 206 9.4 Concluding Remarks 208 References 209 Micro-level Thrusts (MiTs) 10 Ambulatory Care 217Nan Liu 10.1 Introduction 217 10.2 How Operations are Managed in Primary Care Practice 218 10.3 What Makes Operations Management Difficult in Ambulatory Care 220 10.3.1 Competing Objectives 220 10.3.2 Environmental Factors 221 10.4 Operations Management Models 222 10.4.1 System-Wide Planning 222 10.4.2 Appointment Template Design 226 10.4.3 Managing Patient Flow 231 10.5 New Trends in Ambulatory Care 234 10.5.1 Online Market 234 10.5.2 Telehealth 235 10.5.3 Retail Approach of Outpatient Care 236 10.6 Conclusion 237 References 237 11 Inpatient Care 243Van-Anh Truong 11.1 Modeling the Inpatient Ward 244 11.2 Inpatient Ward Policies 246 11.3 Interface with ED 247 11.4 Interface with Elective Surgeries 248 11.5 Discharge Planning 250 11.6 Incentive, Behavioral, and Organizational Issues 251 11.7 Future Directions 252 11.7.1 Essential Quantitative Tools 253 11.7.2 Resources for Learners 253 References 253 12 Residential Care 257Nadia Lahrichi, Louis-Martin Rousseau and Willem-Jan van Hoeve 12.1 Overview of Home Care Delivery 257 12.1.1 Home Care 258 12.1.2 Home Healthcare 258 12.1.2.1 Temporary Care 259 12.1.2.2 Specialized Programs 259 12.1.3 Operational Challenges 260 12.1.3.1 Discussion of the Planning Horizon 262 12.1.3.2 Home Care Planning Problem 263 12.2 An Overview of Optimization Technology 263 12.2.1 Linear Programming 263 12.2.2 Mixed Integer Programming 264 12.2.3 Constraint Programming 265 12.2.4 Heuristics and Dedicated Methods 265 12.2.5 Technology Comparison 266 12.2.5.1 Solution Expectations and Solver Capabilities 266 12.2.5.2 Development Time and Maintenance 267 12.3 Territory Districting 267 12.4 Provider-to-Patient Assignment 270 12.4.1 Workload Measures 270 12.4.2 Workload Balance 271 12.4.3 Assignment Models 272 12.4.4 Assignment of New Patients 273 12.5 Task Scheduling and Routing 273 12.6 Perspectives 276 12.6.1 Integrated Decision-Making Under a New Business Model 277 12.6.2 Home Telemetering Forecasting Adverse Events 277 12.6.3 Forecasting the Wound Healing Process 278 12.6.4 Adjustment of Capacity and Demand 279 References 280 13 ConciergeMedicine 287Srinagesh Gavirneni and Vidyadhar G. Kulkarni 13.1 Introduction 287 13.2 Model Setup 291 13.3 Concierge Option—No Abandonment 293 13.3.1 A Given Participation Level 𝛼 294 13.3.2 How to choose d? 295 13.3.2.1 All Customers Are Better Off 295 13.3.2.2 Customers Are Better Off on Average 297 13.3.3 Optimal Participation Level 299 13.4 Concierge Option—Abandonment 301 13.4.1 Choosing the Optimal 𝛼 and 𝛽 303 13.5 Correlated Service Times and Waiting Costs 304 13.6 MDVIP Adoption 306 13.6.1 The Data 307 13.6.2 AbandonmentModel Applied to MDVIP Data 308 13.6.2.1 Modeling Heterogeneous Waiting Costs 309 13.6.2.2 Participation in Concierge Medicine 310 13.6.2.3 Impact of Concierge Medicine 310 13.6.2.4 Choosing the Concierge Participation Level 312 13.7 Research Opportunities 313 References 316 Part II Tools 14 Markov Decision Processes 319Alan Scheller-Wolf 14.1 Introduction 319 14.2 Modeling 321 14.3 Types of Results 325 14.3.1 Numerical Results 325 14.3.2 Analytical Results 327 14.3.3 Insights 328 14.4 Modifications and Extensions of MDPs 328 14.4.1 Imperfect State Information 328 14.4.2 Extremely Large or Continuous State Spaces 329 14.4.3 Uncertainty about Transition Probabilities 330 14.4.4 Constrained Optimization 331 14.5 Future Applications 332 14.6 Recommendations for Additional Reading 333 References 334 15 Game Theory and Information Economics 337Tinglong Dai 15.1 Introduction 337 15.2 Key Concepts 339 15.2.1 GameTheory: Key Concepts 339 15.2.2 Information Economics: Key Concepts 340 15.2.2.1 Nonobservability of Information 341 15.2.2.2 Asymmetric Information 341 15.3 Summary of Healthcare Applications 343 15.3.1 Incentive Design for Healthcare Providers 344 15.3.2 Quality-Speed Tradeoff 345 15.3.3 Gatekeepers 346 15.3.4 Healthcare Supply Chain 346 15.3.5 Vaccination 346 15.3.6 Organ Transplantation 347 15.3.7 Healthcare Network 347 15.3.8 Mixed Motives of Healthcare Providers 347 15.4 Potential Applications 348 15.4.1 Micro-Level applications 348 15.4.2 Macro-Level Applications 349 15.4.3 Meso-Level Applications 349 15.5 Resources for Learners 351 References 351 16 Queueing Games 355Mustafa Akan 16.1 Introduction 355 16.1.1 Scope of the Review 356 16.2 Basic QueueingModels 356 16.2.1 Components of a Queueing System 356 16.2.2 Performance Measures 357 16.2.3 M/M/1 358 16.2.4 M/G/1 359 16.2.5 M/M/c 360 16.2.6 Priorities 361 16.2.6.1 Achievable Region Approach 363 16.2.7 Networks of Queues 364 16.2.8 Approximations 364 16.3 Strategic Queueing 365 16.3.1 Waiting as an Equilibrium Device 366 16.3.2 Demand Dependent on Service Time 367 16.3.3 Physician-Induced Demand 369 16.3.4 Joining the Queue 370 16.3.4.1 Observable Queue 370 16.3.4.2 Unobservable Queue 371 16.3.5 Waiting for a Better Match 373 16.4 Discussion and Future Research Directions 376 References 376 17 EconometricMethods 381Diwas KC 17.1 Introduction 381 17.2 Statistical Modeling 382 17.2.1 Statistical Inference 383 17.2.2 Biased Estimates 384 17.3 The Experimental Ideal and the Search for Exogenous Variation 386 17.3.1 Instrumental Variables 386 17.3.1.1 Example 1 (IV): Patient Flow through an Intensive Care Unit 388 17.3.1.2 Example 2 (IV): Focused Factories 391 17.3.2 Difference Estimators 392 17.3.3 Fixed Effects Estimators 394 17.3.3.1 Examples 3-4 (D-in-D): Process Compliance and Peer Effects of Productivity 395 17.4 Structural Estimation 395 17.4.1 Example 5: Managing Operating Room Capacity 396 17.4.2 Example 6: Patient Choice Modeling 397 17.5 Conclusion 399 References 400 18 Data Science 403Rema Padman 18.1 Introduction 403 18.1.1 Background 404 18.1.2 Methods 407 18.1.3 Attribute Selection and Ranking 408 18.1.4 Information Gain (IG) Attribute Ranking 408 18.1.5 Relief-F Attribute Ranking 408 18.1.6 Markov Blanket Feature Selection 408 18.1.7 Correlation-Based Feature Selection 409 18.1.8 Classification 409 18.2 Three Illustrative Examples of Data Science in Healthcare 410 18.2.1 Medication Reconciliation 410 18.2.2 Dynamic Prediction of Medical Risks 413 18.2.3 Practice-Based Clinical Pathway Learning 416 18.3 Discussion 419 18.3.1 Challenges and Opportunities 419 18.3.2 Data Science in Action 420 18.3.3 Health Data ScienceWorldwide 421 18.4 Conclusions 421 References 422 Index 429

Read more less

Book SynopsisActionable guidance and expert perspective for real-world cybersecurity The Cyber Risk Handbook is the practitioner''s guide to implementing, measuring and improving the counter-cyber capabilities of the modern enterprise. The first resource of its kind, this book provides authoritative guidance for real-world situations, and cross-functional solutions for enterprise-wide improvement. Beginning with an overview of counter-cyber evolution, the discussion quickly turns practical with design and implementation guidance for the range of capabilities expected of a robust cyber risk management system that is integrated with the enterprise risk management (ERM) system. Expert contributors from around the globe weigh in on specialized topics with tools and techniques to help any type or size of organization create a robust system tailored to its needs. Chapter summaries of required capabilities are aggregated to provide a new cyber risk maturity model used to benchmark capabilTable of ContentsForeword by Ron Hale xxiii About the Editor xxxi List of Contributors xxxiii Acknowledgments xxxv CHAPTER 1 Introduction 1Domenic Antonucci, Editor and Chief Risk Officer, Australia The CEO under Pressure 1 Toward an Effectively Cyber Risk–Managed Organization 3 Handbook Structured for the Enterprise 4 Handbook Structure, Rationale, and Benefits 7 Which Chapters Are Written for Me? 8 CHAPTER 2 Board Cyber Risk Oversight 11Tim J. Leech, Risk Oversight Solutions Inc., Canada Lauren C. Hanlon, Risk Oversight Solutions Inc., Canada What Are Boards Expected to Do Now? 11 What Barriers to Action Will Well-Intending Boards Face? 13 What Practical Steps Should Boards Take Now to Respond? 16 Cybersecurity—The Way Forward 20 About Risk Oversight Solutions Inc. 21 About Tim J. Leech, FCPA, CIA, CRMA, CFE 21 About Lauren C. Hanlon, CPA, CIA, CRMA, CFE 21 CHAPTER 3 Principles Behind Cyber Risk Management 23RIMS, the risk management society™ Carol Fox, Vice President, Strategic Initiatives at RIMS, USA Cyber Risk Management Principles Guide Actions 23 Meeting Stakeholder Needs 25 Covering the Enterprise End to End 26 Applying a Single, Integrated Framework 27 Enabling a Holistic Approach 28 Separating Governance from Management 31 Conclusion 31 About RIMS 32 About Carol Fox 32 CHAPTER 4 Cybersecurity Policies and Procedures 35The Institute for Risk Management (IRM) Elliot Bryan, IRM and Willis Towers Watson, UK Alexander Larsen, IRM, and President of Baldwin Global Risk Services Ltd., UK Social Media Risk Policy 35 Ransomware Risk Policies and Procedures 41 Cloud Computing and Third-Party Vendors 45 Big Data Analytics 50 The Internet of Things 53 Mobile or Bring Your Own Devices (BYOD) 55 Conclusion 60 About IRM 64 About Elliot Bryan, BA (Hons), ACII 65 About Alexander Larsen, FIRM, President of Baldwin Global Risk Services 65 CHAPTER 5 Cyber Strategic Performance Management 67McKinsey & CompanyJames M. Kaplan, Partner, McKinsey & Company, New York, USA Jim Boehm, Consultant, McKinsey & Company, Washington, USA Pitfalls in Measuring Cybersecurity Performance 68 Cybersecurity Strategy Required to Measure Cybersecurity Performance 69 Creating an Effective Cybersecurity Performance Management System 72 Conclusion 77 About McKinsey Company 78 About James Kaplan 78 About Jim Boehm 79 CHAPTER 6 Standards and Frameworks for Cybersecurity 81Stefan A. Deutscher, Principal, Boston Consulting Group (BCG), Berlin GermanyWilliam Yin, Senior Partner and Managing Director, Boston Consulting Group (BCG), Hong KongPutting Cybersecurity Standards and Frameworks in Context 81Commonly Used Frameworks and Standards (a Selection) 84 Constraints on Standards and Frameworks 93 Good Practice Consistently Applied 93 Conclusion 94 About Boston Consulting Group (BCG) 95 About William Yin 96 About Dr. Stefan A. Deutscher 96 CHAPTER 7 Identifying, Analyzing, and Evaluating Cyber Risks 97Information Security Forum (ISF)Steve Durbin, Managing Director, Information Security Forum Ltd. The Landscape of Risk 97 The People Factor 98 A Structured Approach to Assessing and Managing Risk 100 Security Culture 101 Regulatory Compliance 102 Maturing Security 103 Prioritizing Protection 104 Conclusion 104 About the Information Security Forum (ISF) 106 About Steve Durbin 106 CHAPTER 8 Treating Cyber Risks 109John Hermans, Cyber Lead Partner Europe, Middle East, and Africa at KPMG, The NetherlandsTon Diemont, Senior Manager at KPMG, The Netherlands Introduction 109 Treating Cybersecurity Risk with the Proper Nuance in Line with an Organization’s Risk Profile 110 Determining the Cyber Risk Profile 111 Treating Cyber Risk 112 Alignment of Cyber Risk Treatment 114 Practicing Cyber Risk Treatment 115 Conclusion 119 About KPMG 120 About John Hermans 121 About Ton Diemont 121 CHAPTER 9 Treating Cyber Risks Using Process Capabilities 123ISACATodd Fitzgerald, CISO and ISACA, USA Cybersecurity Processes Are the Glue That Binds 123 No Intrinsic Motivation to Document 124 Leveraging ISACA COBIT 5 Processes 125 COBIT 5 Domains Support Complete Cybersecurity Life Cycle 137 Conclusion 139 About ISACA 140 About Todd Fitzgerald 141 CHAPTER 10 Treating Cyber Risks—Using Insurance and Finance 143Aon Global Cyber SolutionsKevin Kalinich, Esq., Aon Risk Solutions Global Cyber Insurance Practice Leader, USA Tailoring a Quantifi ed Cost-Benefi t Model 143 Planning for Cyber Risk Insurance 149 The Risk Manager’s Perspective on Planning for Cyber Insurance 150 Cyber Insurance Market Constraints 152 Conclusion 154 About Aon 157 About Kevin Kalinich, Esq. 158 CHAPTER 11 Monitoring and Review Using Key Risk Indicators (KRIs) 159Ann Rodriguez, Managing Partner, Wability, Inc., USA Definitions 160 KRI Design for Cyber Risk Management 160 Conclusion 169 About Wability 169 About Ann Rodriguez 170 CHAPTER 12 Cybersecurity Incident and Crisis Management 171CLUSIF Club de la Sécurité de l’Information Français Gérôme Billois, CLUSIF Administrator and Board Member Cybersecurity at Wavestone Consultancy, France Cybersecurity Incident Management 171 Cybersecurity Crisis Management 174 Conclusion 182 About CLUSIF 183 About Gérôme Billois, CISA, CISSP and ISO27001 Certifi ed 183 About Wavestone 183 CHAPTER 13 Business Continuity Management and Cybersecurity 185MarshSek Seong Lim, Marsh Risk Consulting Business Continuity Leader for Asia, Singapore Good International Practices for Cyber Risk Management and Business Continuity 186 Embedding Cybersecurity Requirements in BCMS 188 Developing and Implementing BCM Responses for Cyber Incidents 189 Conclusion 190 Appendix: Glossary of Key Terms 191 About Marsh 191 About Marsh Risk Consulting 192 About Sek Seong Lim, CBCP, PMC 192 CHAPTER 14 External Context and Supply Chain 193Supply Chain Risk Leadership Council (SCRLC) Nick Wildgoose, Board Member and ex-Chairperson of SCRLC, and Zurich Insurance Group, UK External Context 194 Building Cybersecurity Management Capabilities from an External Perspective 200 Measuring Cybersecurity Management Capabilities from an External Perspective 204 Conclusion 204 About the SCRLC 205 About Nick Wildgoose, BA (Hons), FCA, FCIPS 205 CHAPTER 15 Internal Organization Context 207Domenic Antonucci, Editor and Chief Risk Offi cer, AustraliaBassam Alwarith, Head of the National Digitization Program, Ministry of Economy and Planning, Saudi Arabia The Internal Organization Context for Cybersecurity 207 Tailoring Cybersecurity to Enterprise Exposures 209 Conclusion 240 About Domenic Antonucci 241 About Bassam Alwarith 241 CHAPTER 16 Culture and Human Factors 243Avinash Totade, ISACA Past President UAE Chapter and Management Consultant, UAESandeep Godbole, ISACA Past President Pune Chapter, India Organizations as Social Systems 243 Human Factors and Cybersecurity 246 Training 248 Frameworks and Standards 249 Technology Trends and Human Factors 250 Conclusion 252 About ISACA 253 About Avinash Totade 253 About Sandeep Godbole 254 CHAPTER 17 Legal and Compliance 255American Bar Association Cybersecurity Legal Task ForceHarvey Rishikof, Chair, Advisory Committee to the Standing Committee on Law and National Security, USAConor Sullivan, Law Clerk for the Standing Committee on National Security, USA European Union and International Regulatory Schemes 255 U.S. Regulations 258 Counsel’s Advice and “Boom” Planning 261 Conclusion 266 About the Cybersecurity Legal Task Force 269 About Harvey Rishikof 269 About Conor Sullivan 270 CHAPTER 18 Assurance and Cyber Risk Management 271Stig J. Sunde, Senior Internal Auditor (ICT), Emirates Nuclear Energy Corporation (ENEC), UAE Cyber Risk Is Ever Present 271 What the Internal Auditor Expects from an Organization Managing Its Cyber Risks Effectively 272 How to Deal with Two Differing Assurance Maturity Scenarios 277 Combined Assurance Reporting by ERM Head 278 Conclusion 278 About Stig Sunde, CISA, CIA, CGAP, CRISC, IRM Cert. 280 CHAPTER 19 Information Asset Management for Cyber 281Booz Allen HamiltonChristopher Ling, Executive Vice President, Booz Allen Hamilton, USA The Invisible Attacker 281 A Troubling Trend 282 Thinking Like a General 283 The Immediate Need—Best Practices 283 Cybersecurity for the Future 284 Time to Act 286 Conclusion 286 About Booz Allen Hamilton 287 About Christopher Ling 287 CHAPTER 20 Physical Security 289Radar Risk GroupInge Vandijck, CEO, Radar Risk Group, BelgiumPaul Van Lerberghe, CTO, Radar Risk Group, Belgium Tom Commits to a Plan 290 Get a Clear View on the Physical Security Risk Landscape and the Impact on Cybersecurity 291 Manage or Review the Cybersecurity Organization 294 Design or Review Integrated Security Measures 295 Reworking the Data Center Scenario 299 Calculate or Review Exposure to Adversary Attacks 302 Optimize Return on Security Investment 305 Conclusion 306 About Radar Risk Group 307 About Inge Vandijck 307 About Paul Van Lerberghe 307 CHAPTER 21 Cybersecurity for Operations and Communications 309EYChad Holmes, Principal, Cybersecurity, Ernst & Young LLP (EY US)James Phillippe, Principal, Cybersecurity, Ernst & Young LLP (EY US) Do You Know What You Do Not Know? 309 Threat Landscape—What Do You Know About Your Organization Risk and Who Is Targeting You? 310 Data and Its Integrity—Does Your Risk Analysis Produce Insight? 310 Digital Revolution—What Threats Will Emerge as Organizations Continue to Digitize? 311 Changes—How Will Your Organization or Operational Changes Affect Risk? 312 People—How Do You Know Whether an Insider or Outsider Presents a Risk? 312 What’s Hindering Your Cybersecurity Operations? 312 Challenges from Within 313 What to Do Now 313 Conclusion 318 About EY 319 About Chad Holmes 319 About James Phillippe 319 CHAPTER 22 Access Control 321PwC Sidriaan de Villiers, Partner—Africa Cybersecurity Practice, PwC South Africa Taking a Fresh Look at Access Control 321 Organization Requirements for Access Control 322 User Access Management 323 User Responsibility 327 System and Application Access Control 327 Mobile Devices 329 Teleworking 331 Other Considerations 332 Conclusion 333 About PwC 334 About Sidriaan de Villiers, PwC Partner South Africa 334 CHAPTER 23 Cybersecurity Systems: Acquisition, Development, and Maintenance 335DeloitteMichael Wyatt, Managing Director, Cyber Risk Services, Deloitte Advisory, USA Build, Buy, or Update: Incorporating Cybersecurity Requirements and Establishing Sound Practices 336 Specific Considerations 342 Conclusion 344 About Deloitte Advisory Cyber Risk Services 346 About Michael Wyatt 346 CHAPTER 24 People Risk Management in the Digital Age 347AirmicJulia Graham, Deputy CEO and Technical Director at Airmic, UK Rise of the Machines 347 Enterprise-Wide Risk Management 348 Tomorrow’s Talent 350 Crisis Management 354 Risk Culture 355 Conclusion 356 About Airmic 358 About Julia Graham 358 CHAPTER 25 Cyber Competencies and the Cybersecurity Offi cer 359Ron Hale, PhD, CISM, ISACA, USA The Evolving Information Security Professional 359 The Duality of the CISO 360 Job Responsibilities and Tasks 363 Conclusion 366 About ISACA 368 About Ron Hale 368 CHAPTER 26 Human Resources Security 369Domenic Antonucci, Editor and Chief Risk Offi cer, Australia Needs of Lower-Maturity HR Functions 369 Needs of Mid-Maturity HR Functions 370 Needs of Higher-Maturity HR Functions 372 Conclusion 373 About Domenic Antonucci 374 Epilogue 375Becoming CyberSmart TM: a Risk Maturity Road Map for Measuring Capability Gap-ImprovementDomenic Antonucci, Editor and Chief Risk Offi cer (CRO), AustraliaDidier Verstichel, Chief Information Security Offi cer (CISO) and Chief Risk Offi cer (CRO), Belgium Background 375 Becoming CyberSmartTM 376 About Domenic Antonucci 392 About Didier Verstichel 392 Glossary 393 Index 399

Read more less

Book SynopsisExplore the fundamentals of Multi-Criteria Decision Analysis with help from Excel and R In Smart Decisions: A Structured Approach to Decision Analysis using MCDA, a distinguished team of decision-making specialists delivers a comprehensive and insightful exploration of the fundamentals of Multi-Criteria Decision Analysis methods. The book offers guidance on modeling decision problems using some of the most powerful methods in operations research. Each chapter introduces a core MCDA method and guides the reader through a step-by-step approach to the implementation of the method using Microsoft Excel and then using R, a popular analytical language. The book also includes: A thorough, step-by-step guide to Multi-Criteria Decision Analysis methods and the application of these methods in Microsoft Excel and R Extensive illustrations, R code, and software screenshots to aid the reader's understanding of the concepts discussed within

Read more less

Book SynopsisEverything you need to harness Millennial potential Managing Millennials For Dummies is the field guide to people-management in the modern workplace. Packed with insight, advice, personal anecdotes, and practical guidance, this book shows you how to manage your Millennial workers and teach them how to manage themselves.Table of ContentsIntroduction 1 About This Book 2 Foolish Assumptions 3 Conventions Used in This Book 3 Icons Used in This Book 3 Beyond the Book 4 Where to Go from Here 4 Part 1: Getting Started with Managing Millennials 7 Chapter 1: Confronting the Millennial Management Challenge 9 Pinpointing Millennials on the Generational Timeline 10 Spotting the Coming Sea of Change in the Workforce 14 Anticipating the silver tsunami: Baby Boomer retirement 14 Forecasting the perfect storm of Gen X 15 Tracking the tidal wave of Millennials in the workforce 17 Anticipating Gen Edgers on the horizon 18 Getting Grounded in Millennials 101 18 Identifying common traits 19 Identifying common values 21 Gaining insight into what Millennials think of themselves 21 Steering clear of stereotypes 22 Combating Millennial fatigue 24 Recognizing that not all Millennials are the same 24 Differentiating a bad employee from a Millennial 25 Identifying and Navigating Generational Clash Points 26 Discovering What Managers Love About Their Millennials 27 Paving the Path to the Workforce of the Future 28 Chapter 2: Harnessing Generational Theory to Guide Your Management Practice 31 Wrapping Your Brain around the Generations Topic 32 Divvying up what the gen topic is and isn’t 32 Grasping the essential tenants 33 Classifying the different generations 35 Linking generations to events and conditions 36 Overcoming the “Yea, Buts .” 39 Comparing two key perspectives: Sociology versus psychology 40 Contrasting the concepts of life stage and generations 41 Understanding that the exception proves the rule 43 Differentiating between stereotyping and recognizing patterns 44 Taking the negative to a positive 45 Using Generational Theory to Build a Better Workplace 46 Impacting the bottom line 46 Turning the “what” into “so what” 48 Chapter 3: Breaking into the Millennial Mind 49 Viewing Millennials as Whole Beings 50 Differing depictions of Millennials 50 Finding the why behind the what 51 Why You Are Who You Are: Taking a Look at the Formative Years 52 Uncovering the impact of technology 54 Dissecting the “upgrade cycle” generation 61 Tracking the influence of social media: from Friendster to Snapchat 65 Checking Out the Messages that Mold Millennials 71 Gaining insight into the effects of the self-esteem movement 71 Getting behind the idea that there truly is no “I” in “team” 75 Globalization: Understanding a generation that knows no borders 77 Feeling the impact of homeland violence 79 Reeling from the economic roller coaster 81 Exploring Millennial Values 83 Breaking the Mold: Rejecting Millennial Stereotypes 84 Chapter 4: Discovering How Millennials Differ from Boomers and Gen Xers 87 Breaking into the Baby Boomer Mind 88 Getting the 411 on Boomers 88 Exploring where Baby Boomers came from (and how it compares to Millennials) 90 Discovering Baby Boomer workplace traits and what they mean for managers 94 Exploring Baby Boomer values and how they influence work style 97 Breaking into the Gen X Mind 98 Getting the Scoop on Generation X 98 Looking at where Xers came from (and comparing it to Millennials) 100 Discovering Xer workplace traits and what they mean for managers 102 Exploring Xer values and how they influence work style 105 Comparing Traits and Values Across Generations 106 Chapter 5: Managing through Your Generational Lens 109 The Parent Trap: What Happens When Boomers Manage Millennials 110 Capitalizing on the unique Boomer/Millennial alliance in managing 112 Avoiding common mistakes 112 The Annoying Little Sibling: Why Xers Struggle to Manage Millennials 114 Taking advantage of the natural alignments of Xers and Millennials 115 Navigating through the inevitable collisions 116 The Twin: Why Millennials Managing Millennials Is Not All Smooth Sailing 117 Unleashing the power of the Millennial-Millennial relationship 118 Easing challenges of managing someone in your own generation 119 Part 2: Navigating Potential Clash Points 121 Chapter 6: Adapting to Changes in Organizational Structure . . . The World Is Flat 123 Transitioning from Hierarchy to Network 124 Embracing the changing nature of the org chart 126 Explaining to Millennials the long-standing merits of the traditional structure 128 Managing the generation who grew up tweeting the POTUS 129 Understanding the upgrade cycle at work 130 Looking at Transparency in a Networked Structure 132 Using Your Adapted Organizational Structure to Recruit, Retain, and Engage 134 Utilizing your brand story over brand reputation 135 Creating the perfect open-door policy 136 Inviting Millennial input from day one 137 Motivating through career progression without promotion 138 Engaging alumni employees 139 Dealing with Special Circumstances 140 Managing Millennials remotely 141 Working in an extremely traditional environment 142 Working in an extremely nontraditional environment 143 Chapter 7: Encouraging and Facilitating Collaboration — Go Team! 145 Shifting Your Perspective on Collaboration 146 Boomers: Come together, right now 146 Gen Xers: Stop, collaborate, and listen 147 Millennials: We belong together 147 Reconciling Differences: Independent Xers versus Collaborative Millennials 148 Looking through Gen Xers’ eyes 149 Seeing Millennials’ viewpoint 149 Finding the right ways to manage collaboration 150 Understanding what Millennials really want when they ask to collaborate 151 Helping Millennials do independent work 152 Onboarding Millennials 154 Training Millennials 156 Mentoring Millennials and Vice Versa 157 Checking out the Millennial mentor and mentee roles 158 Establishing effective mentorship guidelines 159 Harnessing the power of reverse mentorship 160 Building a Collaborative Infrastructure 161 The changing physical office space 161 Utilizing instant messaging as a key workplace tool 164 Collaborating from afar 165 Chapter 8: Supercharging Your Feedback Loop Gold Stars Abound! 167 Giving Feedback in the Instantaneous Age 168 Speed: I can’t wait a year for feedback 168 Frequency: I want to be kept in the loop 169 Transparency: I want the whole truth 169 Avoiding potential drawbacks of the instant feedback style 169 Rethinking the Review Session 170 Knowing what works for Millennials 171 Differentiating between formal and informal feedback 172 Determining the right frequency 174 Mastering the compliment sandwich (hold the cheese) 175 Avoiding the “participation trophy” mindset 177 Ditching the “but I had to figure it out on my own” mindset 178 What are the best of the best doing? 180 Realizing that Feedback Is a Two-Way Street 182 Ignoring your inner voice (“But in my day, I never gave my manager feedback!”) 182 Soliciting valuable input 183 How to stop (or at least control) the floodgates 184 Acting More Like a Coach Than a Boss 185 Common Feedback Troubleshooting 185 Delivering tough feedback 186 What to do if a Millennial cries 187 What if Mom and Dad get involved? 188 I think my Millennial is about to quit 189 Chapter 9: Motivating Millennials — Generation “Why?” 191 Managing for Meaning 192 Looking back across generations 192 Connecting the dots for Millennials 194 What if the job isn’t particularly meaningful? 195 Engaging in philanthropy 196 Compensating the Noncompensation Generation 198 Finding out why compensation isn’t enough 198 What is it with YOLO? 201 Rewarding Millennials 202 Making the most of the almighty dollar 202 Rewarding the individual versus the team 203 Finding nonmonetary rewards that motivate 204 Giving Millennials shareable work moments 206 Helping Millennials find their squad 207 Giving ’em a buddy 207 Offering up office extracurriculars 208 Chapter 10: Dropping Workplace Formalities: Let’s Be Friends 209 Distinguishing Between Formality at Work and Work Ethic 210 Checking out work-ethic mindset through the ages 210 Unpacking the impact of dress code 212 Turning off the clock: The impact of work hours 216 Working hard or hardly working 222 Drawing the Fine Line Between Manager and Friend 223 Telling Millennials when it’s just TMI! 224 Navigating social media 225 Explaining work social events to Millennials 225 Placing boundaries where needed 226 Channeling Your Inner Emily Post: Communication Etiquette 227 Accepting the habit of multitasking and its side effects 228 Understanding (and accepting) why Millennials won’t pick up the phone 229 Figuring out who needs to adjust 231 Part 3: Accommodating Individual Differences Among the Millennial Masses 233 Chapter 11: Managing Millennials ’Round the World 235 Viewing Generational Theory through a Global Lens 236 Implications of globalization, the Internet, and technology 238 Noting some regional differences 240 Looking at Global Millennials’ Uniting Trends and Key Differentiators 242 Similarities in Millennials across the globe 242 Distinguishing Millennial features by region 243 Tapping into the Power of Generational Theory Around the Globe 245 Becoming a generational expert 246 Honing the fine art of asking questions 246 Chapter 12: Adapting Your Management Style to Different Millennial Personas 249 Coping with the Needy Millennial 250 A portrait of a Needy Millennial 250 Surviving the Needy Millennial 252 Hangin’ in There with the Hipster Millennial 253 A portrait of a Hipster Millennial 253 Handling the Hipster Millennial 255 Finding a Way to Deal with the Hidden Millennial 255 A portrait of a Hidden Millennial 256 Dealing with the Hidden Millennial 257 Dealing with Denial in the “I’m-Not-a-Millennial” Millennial 258 A portrait of the “I’m-Not-a-Millennial” Millennial 258 Working with the denial of the “I’m-Not-a-Millennial” Millennial 260 Preventing the Demise of the Millennial Martyr 261 A portrait of the Martyr Millennial 261 Stopping yourself from getting sucked into the Millennial Martyrdom 263 Chapter 13: Making Adjustments for Ages and Life Stages 265 Meeting Cusper, the Friendly Ghost 266 How to identify a cusper 266 The power of being a cusper 267 Introducing the Xer/Millennial: The Oregon Trail Generation 268 Exploring events and conditions 269 Recognizing workplace traits 269 Understanding key differences 270 Snagging management tips 271 Getting a Glimpse of the Millennial/Gen Edger: The Snapchat Generation 271 Exploring events and conditions 272 Recognizing workplace traits 273 Understanding key differences 274 Snagging management tips 274 Modifying Your Style for Old Millennials versus Young Millennials 275 The things that divide them 275 The ties that bind 276 The different managerial approaches 277 Meeting Millennial Parents 277 What does the new working mom look like? 278 Meet the Millennial dad: #RedefiningMasculinity 281 Adapting the workplace for a new brand of parent 282 DINKs: Motivating the Dual Income No Kids Subset 283 Chapter 14: Tailoring Your Millennial Management Style to Different Work Settings 287 Managing in Silicon Valley versus Wall Street 288 Viewing Silicon Valley 289 Weighing in on Wall Street 290 Adjusting for Blue Collar versus White Collar 293 Wearing a white collar 293 Going with a blue collar 294 Adjusting Your Style in the Arts versus the Sciences 297 Stirring passions in the arts field 298 Being mindful of the science field 299 Part 4: Gearing Up for the Coming Changes 301 Chapter 15: Paving the Way for Millennial Leadership 303 Grooming the Leaders to Be 304 Knocking down mental blocks 304 Where to focus now 307 Predicting future leadership challenges 310 Bringing Out the Best Millennial Leadership Skills 312 Where they will shine 313 Where they could coast 314 Where they might struggle 315 Preparing Millennials to Manage Up 315 Preparing to deal with potential negativity 316 Millennials managing Boomers 317 Millennials managing Xers 319 Getting Millennials Ready to Manage Across and Down 320 Millennials managing Millennials 320 Millennials managing Gen Edgers 322 Chapter 16: Preparing for the Next Generation in the Workplace: Gen Edge 325 Warning: This Generation Is Still in the Works 326 Sizing up Gen Edge 327 Playing the name game 328 Decoding What Gen Edge Events and Conditions Will Mean for Managers 329 The event that gave them an edge 330 The conditions that sharpened their edge 331 Adapting Your Management Style to Accommodate Gen Edge Traits 336 Getting in Their Heads and Hearts: Gen Edge Values 337 Getting a Jump on Creating a Workplace that Works for Gen Edge 338 Predicting the Future: Potential Gen Edge Clash Points 340 The clash — Millennials versus Gen Edge 340 The clash — Gen X versus Gen Edge 341 The clash — Baby Boomers versus Gen Edge 342 Chapter 17: Forecasting the Great Unknown 343 Using History to Predict the Future 344 Yes, the generations are cyclical 344 Using parenting trends to predict 346 Making sense of Millennial parenting and its implications for the workforce 346 Keeping Watch on Technology, Economy, and Trends 347 Technology 347 Economy 350 Trends 350 What We Know We Don’t Know 351 Part 5: The Part of Tens 353 Chapter 18: Ten Things that Motivate Millennials Other than Money 355 Providing Exposure to Other People in the Organization 356 Giving a Good Old-Fashioned Thank-You 356 Tossing Out Tailored Treats 357 Having Fun with Co-Workers (Yes, That Means with You Too) 357 Showing a Path to Promotion 358 Giving More Responsibility 359 Utilizing Half-Day Fridays or Part-Time Tuesdays 360 Allocating Time for Passion Projects 361 Dressing Down the Dress Code 361 Offering Up Team Wins 362 Chapter 19: Ten Millennial Strengths to Capitalize On 363 Taking Advantage of Tech-Innate 364 Tuning in to Team-Focused 365 Motivating by Meaning 365 Embracing Diversity 367 Urging an Eagerness to Help 367 Capturing Innovation 368 Staying Networked 369 Recognizing a Fear of Failure 369 Showing Informality at Work 370 Being Ready for Fun 371 Chapter 20: Ten Millennial Stereotypes that Are Misinterpreted 373 Hating Face-to-Face Communication 374 Having the Attention Span of a Goldfish 374 Operating with No Work Ethic 375 Wanting to Have Fun All Day 376 Refusing to Do Work that Is “Beneath Them” 377 Being Young and Inexperienced 377 Fearing Going Solo 378 Thinking They’re All the Same 379 Having No Ambition 380 Relying on Mom and Dad for Everything 380 Chapter 21: Ten Tips on How to Become the #BestBossEver 383 Asking Them Questions — All the Time 384 Learning to Like Them, Genuinely 384 Individualizing Your Approach with Each Millennial 385 Giving Them an “A” for Effort (Even if the Results Are More Like a B+) 386 Challenging Them to Do More 386 Sharing Yourself with Them (Yes, This Means Beyond Your Work-Self) 387 Giving Some Good Ol’ Tough Love 387 Making Sure You Don’t Let Them Down 388 Setting Clear, Structured Expectations 388 Inviting Their Input 389 Index 391

Read more less

Book SynopsisReal-world strategic management practice in an interactive micro-case format The Strategy Pathfinder presents an innovative, dynamic guide to strategic thinking and practice. Using real-world case examples from companies like Apple, the BBC, Hyundai, LEGO, McDonalds, Nike and SpaceX to illustrate critical concepts, this book enables readers to actively participate in real-world strategy dilemmas and create their own solutions. Strategy Pathfinder's live' micro-cases provoke discussion about business models, value creation, new ventures and more, while its complimentary instructional content introduces you to the best classic' and new tools of strategic management. Rather than passively reproducing past and current ideas, Strategy Pathfinder encourages strategic thinkers to learn by doing. The book is designed to help the reader to develop a clear understanding of key concepts while shifting your thought processes towards real strategiTable of ContentsThe Strategy Pathfinder Map ix Pathways to Strategy xv About the Creators xxii Chapter 1 Strategic Purpose 1 PART I THE STRATEGIC ENVIRONMENT Chapter 2 Macro-Shocks 37 Chapter 3 Industry Forces 73 PART II STRATEGIC ADVANTAGE Chapter 4 Competitive Advantage 103 Chapter 5 Resource-Based Advantage 133 Chapter 6 Business Model Advantage 165 Chapter 7 Corporate Advantage 191 PART III STRATEGIC GROWTH Chapter 8 New Ventures 221 Chapter 9 Crossing Borders 247 Chapter 10 Leading Strategic Change 281 Chapter 11 Evaluating Strategic Performance 315 PART IV MAVERICK STRATEGIES Chapter 12 The Maverick: Six Senses of Strategy 345 APPENDICES Practice Cases for Job Interviews 369 Using The Strategy Pathfinder 3rd Edition for Assessments and Examinations 385 Notes 391 References 405 Glossary of Core Strategic Management Concepts 411 Acknowledgements 427 Index 429

Read more less

Book SynopsisThink of the last time you were at your best and working in the zone. Now compare that to all the time you've spent just going through the motions. How would you quantify the difference between the two in terms of how you felt and what you produced? Would you rate it as a 5% difference. . . a 50% difference? Most people would describe the gulf between those two states of being as vastas deep and wide as the Grand Canyon. For quality of experience, engagement, productivity, and just the sheer joy of living, the majority of people asked to rate the difference between flourishing and floundering found it to be around a factor of 10. In their work with managers and executives at leading companies around the world, authors Tal Ben-Shahar and Angus Ridgway have identified a select group of individuals who consistently perform at their peak, and who make work seem effortless and working with them feel easy. The name they've given to those lucky few is 10X Leaders. You know who they Table of ContentsAcknowledgments ix Part I The Disaggregated World 1 Chapter 1 The 10X Effect: Performance Multipliers to Achieve Lasting Success and Fulfillment 3 Chapter 2 Giving Way to the New: The Boundaryless Twenty-First-Century Work Environment 15 Chapter 3 Myths of Happiness and Leadership: Making the Case for SHARP 29 Part II What 10x Leaders Do 41 Chapter 4 Strengths: Making the Most of Your Gifts 43 Chapter 5 Health: Injecting Energy into Life and Work 67 Chapter 6 Absorption: Revealing the Extraordinary in the Ordinary through Mindful Engagement 87 Chapter 7 Relationships: Forming Authentic and Positive Bonds 107 Chapter 8 Purpose: Meaning and Commitment are the Path to Joyful Leadership 129 Chapter 9 The Balanced Approach: SHARP and Cascading Success 149 Part III How to Change—And Stay Changed 159 Chapter 10 Obstacles—and Pathways—to Lasting Behavioral Change: Neuroplasticity and the Possibility of Joyful Transformation 161 Chapter 11 Creating New, Durable Pathways to Joyful Leadership: Tools and Tactics for Making SHARP Changes 177 Chapter 12 Finale: The 10X Effect Revisited and Becoming the Sum Total of Who You are 191 Notes 197 Index 215

Read more less

Book SynopsisTake a step closer to your goals every day with this essential executive planner There never seem to be enough hours in the day to take care of daily business and work towards your goals, it''s an issue of prioritization and time management. The Check-In Strategy Journaloffers readers the solution, in the form of a daily and weekly system that shuffles your schedule until everything fits. You''ll first define your goals in concrete terms, translating your vision into workable strategy, and then you''ll put pen to paper and map out a plan for making it reality. Day-by-day and week-by-week, you''ll watch the results roll in as you fine-tune your plans and exercise an unprecedented level of control over your life and your business. Breaking long-term and large-scale strategy into smaller chunks allows you to celebrate the small victories. As the wins pile up, they fuel the momentum that keeps you moving toward the ultimate vision. This book provides a clear bluepriTrade Review"...you will not only find this book ideal for keeping track of where you are going, you will find it broadening your understanding of what it is to be productive, organised and achieving your goals with full momentum and purpose." (VQ Magazine, March 2017)Table of ContentsAcknowledgements viii Introduction 1 Part 1: Planning 9 Mindset: The one thing that determines everything else 13 Wheel of Life exercise: The big picture for business and personal growth 14 Business Planning 16 A sense of logic: Working through the plan in a specific order 16 Working from the big picture down 16 A big BUT… 16 Time for some definitions 16 Strategy: The first building block of the plan 17 The Business Audit: Evaluating current performance 18 FiMO-PC exercise: Measuring performance to date 20 The Three-by-Three Strategy Matrix exercise: Three-year goals 22 The Cascade exercise: Mapping the journey from vision to KPIs 24 The Wallpaper exercise: Mapping out the journey ahead 30 The Annual Business Plan 34 Personal Planning 36 Probably Your Best Year Yet exercise: Identifying your roles and goals 37 The Annual Personal Plan 41 Part 2: The Journal 43 Using the Journal section 44 Quarter 1 45 Quarter 2 105 Quarter 3 165 Quarter 4 225 Annual Review 284 Part 3: Additional Material and Resources 289 Finance machine 291 Marketing machine 292 Operations machine 293 People and Culture machine 294 A dashboard for the journey 295 Glossary 296 Bibliography and Further Reading 298 Is This the End? 299 About the companion website 299 About the Authors 300 The Directors’ Centre 302

Read more less

Book SynopsisBuild your vision, work with purpose, and live the life of your dreams The Dream Chaser shows you how to step out of the day-to-day grind and start creating the life you want. Does your daily effort at work build your dream, or someone else''s? Do you do your job for the paycheck or the fulfillment? It''s possible to have both, and this book shows you how to get there. The key is in following your passion and purpose. You have a natural-born talentwhether you know it or notthat can make the world a better place. You have a unique story and vision that can lead you to the life you love. Purpose-minded entrepreneurs are changing the world every day, living and working with passion and excitement. This book shows you how to stay focused on your goals, build a solid hands-on strategy, leverage your talents and abilities, and build a business that benefits the world. Your ideal life is not going to appear out of the blue. You have to actively build it yTable of ContentsChapter 1 The Birth Path 1 Chapter 2 We’re Born Successful 11 Chapter 3 Don’t Take Your Gifts for Granted 21 Chapter 4 The Valley Experience 33 Chapter 5 Use Your Gifts 47 Chapter 6 Balancing the Dream and the Job 59 Chapter 7 The One-Man Show 73 Chapter 8 The Ram in the Bush 87 Chapter 9 The Leap 99 Chapter 10 The Organic Brand 109 Chapter 11 The Hands-On Strategy 135 Chapter 12 The Celebrity Factor 151 Chapter 13 Study the Ant 161 Chapter 14 Expanding the Brand 171 First, I became an author. Then, I became a speaker. Then, I became a screenwriter. Then, I became a ghostwriter. Then, I became an author consultant. Then, I became a relationship coach. Then, I became a life coach. Then, I became a business coach. Then, I formed online courses. Then, I created audio projects. Then, I created phone applications. Then I created workbooks. Then I created my own tours. Then I started a real estate investment company. Then I started a referral business. Then I started a T-shirt line. That’s all, folks. Chapter 15 Building a Team 183 Chapter 16 Learning and Teaching 191 Chapter 17 The Indie Life 201 Chapter 18 15 Minutes of Fame 211 Chapter 19 Designing Your Own Plan 219 Chapter 20 The Corporate Crossover 229 Chapter 21 Influencing Influencers 237 Chapter 22 Work–Life Balance 247 Acknowledgments 255 About the Author 257 Connect with Tony 259

Read more less

Book SynopsisWritten by two of the world''s most well-known ROI (Return on Investment) gurus, this guide is indispensable for anyone involved in showing the value of money for projects and programs in governments, non-governmental organizations, nonprofits, and businesses. These range from human capital programs to marketing initiatives, technology implementations, systems integrations, quality and lean processes, public health initiatives, procurement procedures, public relations events, risk management policies, economic development programs, corporate social responsibility projects, public policy programs, branding activities, innovation programs, customer satisfaction projects, and everything in between. In a step-by-step process, the book shows how to measure the success of projects and programs, including measuring impact and ROI (Return on Investment). This book also shows how to forecast the value of the project in advance and how to collect data during and after project implementTable of ContentsPraise for Value for Money v Foreword xxv Preface xxvii Value is Changing… xxvii Need for a New Approach xxviii The ROI Methodology: The Enhanced Logic Model xxix We Can’t Measure Our Way to Success xxx Flow of the Book xxxi Acknowledgements xxxv Authors xxxviii 1 The Value Evolution 1 The Value Shift 4 Why Now? 8 Challenges Along the Way 16 Final Thoughts 19 2 Six Ways to Show Value for Money 21 Six Ways to Show Value for Money 25 Barriers to Showing Value for Money 32 Final Thoughts 38 3 Needed: An Enhanced Logic Model 39 A Review of Models 42 Concerns about Current Models 47 How Does Your Current Model Stack Up? 60 Requirements for the Value for Money: A Measurement Process 64 ROI Methodology 65 Terminology: Projects, Solutions, Participants 66 Final Thoughts 67 4 Introducing the ROI Methodology 69 Types of Data 70 The Initial Analysis 75 Using Design Thinking to Deliver and Measure Results 77 The ROI Process Model 78 Operating Standards and Philosophy 87 Implementing and Sustaining the Process 87 Benefits of this Approach 88 Final Thoughts 91 5 Start with Why: Align Programs with the Business 93 Impact Measures are Critical 96 The Challenge 97 The Alignment Model 98 Payoff Needs 99 Business Needs 109 Final Thoughts 118 6 Make it Feasible: Select the Right Solution 119 Performance Needs 122 The Performance Dialogue 122 Use Analysis Techniques 125 Learning Needs 131 Preference Needs 134 Matching Solutions to Needs 135 The Matrix Diagram 136 Selecting Solutions for Maximum Payoff 138 Final Thoughts 140 7 Expect Success: Design for Results 141 The Power of Expectations 144 Defining the Success of Programs 147 Designing for Results at Each Level 149 Developing Objectives at Multiple Levels 152 The Power of Objectives 160 Defining Roles and Responsibilities 162 Planning the Evaluation 166 Final Thoughts 172 8 Make it Matter: Design for Input, Reaction, and Learning 173 Communicating with Results in Mind 174 Changing the Role of Participants 177 Creating Expectations 178 Think ROI 181 Design Input for Results 183 Design Reaction for Results 187 Design Learning for Results 193 Data Collection for Input, Reaction, and Learning 194 Timing of Data Collection 197 Final Thoughts 199 9 Make it Stick: Design for Application and Impact 201 Data Collection for Application and Impact 204 Monitoring Business Performance Data 219 Selecting the Appropriate Method for Each Level 222 Timing of Data Collection 224 Built-In Application Tools 226 Involving the Participants’ Manager or Significant Other 230 Final Thoughts 235 10 Make it Credible: Isolate the Effects of the Program 237 The Importance of Pinpointing the Contribution 240 Preliminary Issues 242 Quantitative and Research Isolation Methods 244 Qualitative Isolation Methods 254 Select the Method 263 Final Thoughts 264 11 Make it Credible: Convert Data to Monetary Value 265 The Importance of Monetary Value 267 Key Steps in Converting Data to Money 270 Standard Monetary Values 272 When Standard Values are Not Available 281 Selecting the Technique 290 Final Thoughts 295 12 Make it Credible: Identify the Intangibles 297 Why Intangibles are Important 299 Measuring and Analyzing Intangibles 304 Final Thoughts 313 13 Make it Credible: Capture Costs of the Program and Calculate ROI 315 The Importance of Costs and ROI 319 Fundamental Cost Issues 320 Specific Costs to Include 325 Cost Tabulation in Action 328 The ROI Calculation 333 Other ROI Measures 342 Final Thoughts 343 14 Tell the Story: Communicate Results to Key Stakeholders 345 The Importance of Communicating Results 352 Principles of Communicating Results 355 The Process for Communicating Results 357 Step 1: Analyze Reason for Communication 359 Step 2: Plan for Communication 359 Step 3: Select Audience 360 Step 4: Develop Reports 363 Step 5: Select Media 363 Step 6: Present Information 370 Step 7: Analyze Reaction 378 Final Thoughts 379 15 Optimize Results: Use Black Box Thinking to Increase Funding 381 Process Improvement is the Key: Black Box Thinking 383 Making Adjustments in Programs 387 The Timing of Changes 390 Increasing ROI 393 Influencing Allocation 396 Final Thoughts 400 16 Forecast the ROI 401 The Importance of Forecasting ROI 407 The Trade-Offs of Forecasting 411 Pre-Program ROI Forecasting 413 Forecasting with a Pilot Program 422 ROI Forecasting with Reaction Data 423 Forecasting Guidelines 427 Final Thoughts 429 17 Make it Work: Sustaining the Change to a Results-Based Process 431 Overcoming Resistance 433 Assess the Climate 434 Develop Roles and Responsibilities 434 Establish Goals and Plans 436 Revise Guidelines and Procedures 438 Prepare the Team 440 Initiate ROI Studies 441 Prepare the Management Team 442 Remove Obstacles 443 Monitor Progress 445 Final Thoughts 446 References 447 Appendix A 459 Appendix B 467 Appendix C 471 Index 473

Read more less

Book SynopsisOptimize the customer experience via the cloud to gain a powerful competitive advantage Customer Obsessed looks at customer experience through the lens of the cloud to bring you a cutting-edge handbook for customer experience. Cloud technology has been hailed as a game-changer, but a recent IDC report shows that it accounts for less than three percent of total IT spending; why are so many companies neglecting such an enormous asset? This book provides a high-level overview of how the cloud can give you a competitive advantage. You''ll learn how to integrate cloud technology into sound customer experience strategy to achieve unprecedented levels of success. More than just a state-of-the-field assessment, this book offers a set of concrete actions you can take today to leverage cloud computing into technical innovation and better business outcomes at all levels of your organization. You''ll examine the many factors that influence the customer experience, and emerge with Table of ContentsForeword Marc Benioff v Preface ix Introduction xi Chapter 1 Disruption and Business Success 1 Chapter 2 People Drive Change, Technology Enables 13 Chapter 3 Why Social Matters to Every Business 27 Chapter 4 Rethinking Employee Engagement 55 Chapter 5 Customer Engagement Defined 73 Chapter 6 How to Win the Talent War 93 Chapter 7 Gender Diversity Isn’t a Plus, It’s a Business Imperative 113 Chapter 8 Right Time, Right Moment, Right Channel 135 Chapter 9 Turning Data into Action 155 Chapter 10 How Good Design Creates Seamless Experiences 181 Chapter 11 Digital Marketing: Standing Out in the Sea of Sameness 203 Final Thoughts 231 Notes 235 Acknowledgments 245 Index 247

Read more less

Book SynopsisIntroductory Relational Database Design for Business with Microsoft Access takes a different approach to relational database design in that it develops understanding step-by-step, through numerous compact but realistic examples which build gradually in complexity.Table of ContentsPreface ix 1 Basic Definitions and Concepts 1 Basic Terms and Definitions 1 Types of Information Systems 3 2 Beginning Fundamentals of Relational Databases and MS Access 7 Beginning Fundamentals of MS Access 8 A “Hands‐On” Example 9 Introduction to Forms 15 Another Method to Create Forms 18 Introduction to Reports 22 Introduction to Queries 26 Common Datatypes in MS Access 32 Exercises 34 3 Introduction to Data Management and Database Design 43 Introduction to Data Management 43 General Data Management Issues 43 Classifying Information Systems Tasks: Transaction and Analytical Processing 45 What is Wrong with Just One Table? 46 Repeating Groups 47 An Illustration of Multiple Tables and Foreign Keys 48 4 Basic Relational Database Theory 53 Tables and Their Characteristics 53 Primary Keys and Composite Keys 55 Foreign Keys and Outline Notation 57 Creating Entity‐Relationship (ER) Diagrams 59 Functional Dependency 60 Dependency Diagrams 61 Partial Dependency 62 Transitive Dependency 63 Database Anomalies 63 What Causes Anomalies? 64 How to Fix Anomalies 65 Good Database Design Principles 66 Normalization and Zip Codes 67 Expanding the Customer Loans Database 68 DVD Lending Library Example without Loan History 71 The DVD Lending Library Example with Loan History 75 Subtypes 78 Exercises 85 5 Multiple Tables in Access 95 The Relationships Window and Referential Integrity 95 Nested Table View 100 Nested Forms 101 Queries with Multiple Tables 103 Multiple Joins and Aggregation 108 Personnel: Database Design with Multiple Paths between Tables 115 Creating the Database in Access using Autonumber Keys 119 A Simple Query and a Different Way to Express Joins in SQL 120 Exercises 123 6 More about Forms and Navigation 127 More Capabilities of Forms 127 Packaging it Up – Navigation 132 Exercises 135 7 Many‐to‐Many Relationships 139 Focus Groups Example 139 The Plumbing Store: Many‐to‐Many with an Additional Quantity Field 143 Hands‐ On Exercise and More About Queries and SQL 146 Project Teams: Many‐to‐Many with “Flavors” of Membership 154 The Library 159 Exercises 163 8 Multiple Relationships between the Same Pair of Tables 171 Commuter Airline Example 171 The College 177 Sports League Example 181 Multiple Relationships in Access 183 Exercises 184 9 Normalization 189 First Normal Form 189 Second Normal Form 192 Third Normal Form 194 More Normal Forms 197 Key Factors to Recognize 3NF 198 Example with Multiple Candidate Keys 198 Normalizing an Office Supplies Database 198 Summary of Guidelines for Database Design 202 Exercises 203 10 Basic Structured Query Language (SQL) 215 Using SQL in Access 215 The SELECT … FROM Statement 215 WHERE Conditions 217 Inner Joins 218 Cartesian Joins and a Different Way to Express Inner Joins 221 Aggregation 228 GROUP BY 231 HAVING 237 ORDER BY 238 The Overall Conceptual Structure of Queries 240 Exercises 243 11 Advanced Query Techniques 253 Outer Joins 253 Outer Joins and Aggregation 256 Joining Multiple Records from the Same Table: AS in the FROM Clause 260 Another Use for AS in the FROM Clause 262 An Introduction to Query Chaining and Nesting 262 A More Complicated Example of Query Chaining: The League Standings 265 Subqueries and Back to the Plumbing Store Database 270 Practical Considerations and “Bending the Rules” Against Redundancy 274 Exercises 275 12 Unary Relationships 279 Employee Database 279 Setting Up and Querying a Unary Relationship in Access 283 The Course Catalog Database 291 Exercises 294 Further Reading 301 Index 303

Read more less

Book SynopsisTap into everyday courage for extraordinary results TheCourageous Leaderpresents a much-needed reminder for leaders everywhere: it takes courage. Courage is not just about heroic acts in grandiose situationsit''s about everyday, solid-as-a-rock support and leadership that motivates, inspires, and delivers. It''s about taking a risk on a great idea, and it''s about seeing opportunities in the day-to-day. Courageous leaders aren''t necessarily the bold Navy SEALS of the workplace; they''re the everyday people who lead steadily through rough waters. They don''t seek out discomfort, but accept it as part of the process when it occurs, and still deliver exceptional results. This book shows you how to tap into your courage reserves and build your steel. Real stories of everyday leaders show you how it''s done, and provide a new lens for seeing real strength in adversityand practicing it yourself. Tough situations do arise, but great leaders show courage Table of ContentsForeword xi Introduction xiii Courage Is the Way The Three Components of Courage: Diversity, Pain, and Choice The Intention of the Author and This Book 1 The Business Case for Courage 1 The Fear of Discomfort and Pain Pain Thresholds Common Reactions to Tough Times Uncommon Choices The Big Temptation Honoring the Courageous Leader in You Assessing the Risks 2 The Courage to Get Unstuck 27 When Life Kicks You out of the Workplace Stuck in a Paradigm Copyrighted Material Pain During the Transition Making Sense of Our Pain 3 The Courage to Take a Stand 45 So, What Exactly Are Values? Actual and Aspirational Values Why Values Matter in Leadership Clarity on Values Activating Our Values 4 The Courage to Be Humble 63 Arrogance in the Workplace Intentions, Behaviors, and Arrogance Arrogance Is the Birthplace of the Humbling Experience Why Humility Matters Minimize Self and Maximize Our Bigger Purpose 5 The Courage to Be Confident 83 Those People Complex Confidence Comes from Self-Trust Your Vote Counts, and You Get to Vote for You! Confidence in the Workplace Strategies and Tools for Building Confidence 6 The Courage to Delegate 105 Delegation Takes Too Much Time I Feel Guilty Giving My Team More Work I Love Doing It All—or at Least Being the Superstar I Am Afraid My People Won’t Do It as Well as I Would My Customer Wants Only Me I Don’t Have People to Delegate to 7 The Courage to Give and Receive Feedback 123 The Big Temptation and Courageous Feedback The Feedback Trifecta—Giving Feedback The Feedback Trifecta—Receiving Feedback 8 The Courage to Be in the Middle (and Not Be in the Middle) 147 Much That Seems Personal Is Not Personal at All Be a Bottom When You Should Middle Between Two Ends Middle Space and Courage 9 Grow, Recover, Repeat 169 Recovery in the Workplace Indications We Need Recovery 10 Big Dreams, Big Moves 181 Big Dreams Big Moves Expect Success Plan for the Worst Build Your Board of Directors Recalibrating Making Your Big Move Acknowledgments 197 Epilogue 199 About the Author 201 Index 203

Read more less

Book SynopsisSmarter decision-making based on cognitive science AlphaBrain is the investor's guide to achieving more, doing better, and reaching higher. At its core, the magnitude of your success is based on the quality of your decisions. The problem is that human beings are poor decision-makers; we tend to approach problems after they arise instead of planning for them in advance. We put too much weight on instinct, belief, and gut feeling. We make the same mistakes over and over againso reliably, in fact, that cognitive science can accurately predict exactly which mistakes we'll make and when. This book offers a way to understand and plan for the human mind's usual tendencies to help you make smarter investment decisions. Using a framework based on cognitive research, you'll learn how to approach decisions objectively, systematically, and constantly review your process; you'll take action based on evidence instead of intuition, and get ahead of potential problems before they get the best of you. Table of ContentsPreface ix Acknowledgments xv About the Author xvii Part I Decision Analysis 1 Chapter 1:Marginal Improvement, Significant Impact 3 Chapter 2:Blinded by Bias 21 Chapter 3:Rational Decisions 33 Chapter 4:Decision Analysis 49 Chapter 5:How to Solve Any Problem 63 Chapter 6:Cerebral Junk Food 85 Chapter 7:The Input Paradox 101 Chapter 8:Auditing Mental Accounting 111 Part II Decisions In The Financial Context 123 Chapter 9:Mistakes at the Heart of Investment Management 125 Chapter 10:Manager Selection 135 Chapter 11:Prophecy of Value 149 Chapter 12:Mind over Matter 161 Chapter 13:Coaching 181 Chapter 14:Trading Decisions 191 Chapter 15:How to Stop Losing Money 221 Chapter 16:The Danger of Shortcuts 241 Chapter 17:The Power of the Unexpected 255 Index 275

Read more less

Book SynopsisAchieve more, do more, create more with the power of creative courage Creative Couragechallenges you to step outside of your comfort zone and truly make an impact. Set aside the same old routine and break the status quobecause you can only rise to new heights if you first smash the ceiling. Written by the former Executive Creative Director of Creations at Cirque du Soleil, this book shows you how to step up your game, flex your creativity, and make big things happen. Whether you work independently or as part of a team, whether you''re self-employed or part of an organization, and even if you think creativity isn''t a part of the work that you dothis book gives you the perspective, courage, and kick start you need to think differently about the things you do every day. Creative courage is more than a strategy, it''s a way of life. It opens your mindand the minds of those around youto new approaches, new ideas, and new schools of thought that can revolutionize theTable of ContentsAcknowledgments xiii Foreword xv Preface xix Introduction xxi Chapter 1 The Central Problem Affecting Work: The War on Imagination, and How I Lost My Creative Courage 1 Chapter 2 Care First: Respect is Not the First Step When Disengagement is the Status Quo 37 Chapter 3 Secure Safety: No Safety, No Trust 57 Chapter 4 Foster Trust: The Natural State of Silos 71 Chapter 5 Play with Danger: When the Stakes are So High That We Just Want to Play It Safe 87 Chapter 6 Dream: Spreadsheets Don’t Dream Yet 107 Chapter 7 Discover Breakthroughs: The Neglected Area of Human Emotions and the Edge of the Future 123 Chapter 8 Grow: What If It’s Not about the Logo? 145 Chapter 9 Start to Dance: When is It Too Late? 163 Conclusion: 50 Percent More 169 Notes 173 Index 179

Read more less

Book SynopsisDiscover your Life Word! In One Word that will Change your Life authors Jon Gordon, Dan Britton, and Jimmy Page helped readers discover their yearly word to live with more intention, focus and purpose. Now with Life Word they help readers discover a word that will significantly impact their life and legacy. Life Word reveals a simple, powerful tool to help you identify the word that will inspire you to live your best life while leaving your greatest legacy. In the process you'll discover your why which will help show you the way to live with a renewed sense of power, purpose and passion. The authors walk you step-by-step through the process of discovering your Life Word and share an action plan with the most successful ways to live and share it. If you're ready to live with more clarity, confidence and courage and leave a lasting legacy, let's get started!Table of ContentsForeword by Mark Batterson v Introduction vii 1 The Story of Life Word 1 2 The Significance of Legacy 15 3 The Power of Legacy 23 4 The Process 33 5 Define Your Power 39 6 Determine Your Purpose 47 7 Discover Your Passion 55 8 My Life Word 63 9 It’s Never Too Early (or Too Late) 75 10 Now What? 87 GetOneWord.com 91 Become a Certified Positive Leadership Coach, Speaker, & Trainer 92 Attend a Power of Positive Leadership Training Event 93 Acknowledgments 94 About the Authors 96

Read more less

Book SynopsisWe are not positive because life is easy. We are positive because life can be hard. As a leader, you will face numerous obstacles, negativity, and tests. There will be times when it seems as if everything in the world is conspiring against you and your vision seems more like a fantasy than a reality.Trade Review"...full of proven principles, interesting stories and practical ideas, which makes it a must-read for anyone who wants to become a positive leader." (The Association of MBA's, June 2017) “well written, engaging and covers a range of topics relating to leadership and the issues that are often encountered” (Nursing Times, April 2018)Table of Contents1 From Negative to Positive 1 2 Real Positive 7 3 Positive Leaders Drive Positive Cultures 13 Your Most Important Job 16 Culture Beats Strategy 17 Know What You Stand For 19 More than Words 21 Positively Contagious 22 Create a Culture that People Feel 23 Invest in the Root if You Want the Fruit 24 You Must Keep Building Your Culture 26 4 Positive Leaders Create and Share a Positive Vision 29 A North Star 32 A Telescope and Microscope 34 Dabo Swinney’s Vision 34 Keep the Vision Alive 38 Make the Vision Come Alive 38 My Vision 40 5 Positive Leaders Lead with Optimism, Positivity, and Belief 45 Believe It and You’ll See It 50 If You Don’t Have It, You Can’t Share it 51 Feed the Positive Dog 51 Talk to Yourself 52 It’s All How You See It 53 Tell Yourself a Positive Story 54 Challenge or Opportunity 56 Shark or Goldfish 56 Think Like a Rookie 57 Defeating Murphy 59 Inside Out 59 Distort Reality 60 Leadership Is a Transfer of Belief 61 Lead with Faith Instead of Fear 63 Be an Over-Believer 64 Don’t Stop Believing 66 Your Leadership Journey 67 6 Positive Leaders Confront, Transform, and Remove Negativity 69 Your Positivity Must Be Greater than All the Negativity 72 No Energy Vampires Allowed 73 Why Wait? 74 The First Step Is to Transform 75 Start at the Culture Level 75 Remove the Negativity 77 Sooner or Later 77 Lead from Where You Are 79 Implement the No Complaining Rule 79 Michael Phelps’s Positive Leadership 82 Don’t Be Negative about Negativity 83 7 Positive Leaders Create United and Connected Teams 85 Connection Is the Difference 88 Team Beats Talent When Talent Isn’t a Team 91 Dabo Swinney’s Seat 93 Collaborate and Facilitate 94 Don’t Let Your Reptile Eat Your Positive Dog 95 8 Positive Leaders Build Great Relationships and Teams 99 Love Does 101 Love Is the Greatest Leadership Principle on the Planet 103 Rules without Relationship Lead to Rebellion 104 Communication Builds Trust 104 Where There Is a Void in Communication, Negativity Fills It 106 Leading by Walking Around 108 Listening Is Communicating 110 Enhance Your Positive Communication 110 Be an Encourager 113 Believe in Others More than They Believe in Themselves 114 Help Your Team Become Unstoppable 115 Connect One on One 117 Be Committed 118 Serve to Be Great 119 Doing the Laundry 120 It’s Not About You 123 Commit to Coach 124 Commitment Requires Sacrifice 125 When You Help Others Improve, You Improve 126 Elite of the Elite 127 Positive Leaders Care 128 Develop Your Caring Trademark 129 The Sandwich 133 9 Positive Leaders Pursue Excellence 135 Humble and Hungry 137 There Is No Finish Line 139 Demanding without being Demeaning 139 Love and Accountability 140 Love Tough 143 Craftsmen and Craftswomen 144 The One Percent Rule 145 Clarity and Action 146 10 Positive Leaders Lead with Purpose 149 Find and Live Your Purpose 153 Share the Purpose 155 Inspire Others to Live Their Purpose 155 Purpose Driven Goals 156 One Word 159 Life Word 160 Leave a Legacy 161 Give People Great Stories to Tell 162 Life and Death 164 11 Positive Leaders Have Grit 167 Know What You Want 171 Know Your Why 171 Love It 172 Embrace Failure 173 Keep Doing Things the Right Way: Trust the Process 174 Ignore the Critics; Do the Work 175 12 Lead the Way Forward 177 Notes 189 Acknowledgments 191 Bring the Power of Positive Leadership to Your Organization 193 Power of Positive Leadership Resources 194 Other Books by Jon Gordon 195

Read more less

Book SynopsisTransforming data into revenue generating strategies and actions Organizations are swamped with datacollected from web traffic, point of sale systems, enterprise resource planning systems, and more, but what to do with it? Monetizing your Data provides a framework and path for business managers to convert ever-increasing volumes of data into revenue generating actions through three disciplines: decision architecture, data science, and guided analytics. There are large gaps between understanding a business problem and knowing which data is relevant to the problem and how to leverage that data to drive significant financial performance. Using a proven methodology developed in the field through delivering meaningful solutions to Fortune 500 companies, this book gives you the analytical tools, methods, and techniques to transform data you already have into information into insights that drive winning decisions. Beginning with an explanation of the analytical cycle, Table of ContentsPreface xiii Acknowledgments xvii About the Authors xix Section I Introduction 1 Chapter 1 Introduction 3 Decisions 4 Analytical Journey 7 Solving the Problem 8 The Survey Says… 9 How to Use This Book 12 Let’s Start 15 Chapter 2 Analytical Cycle: Driving Quality Decisions 16 Analytical Cycle Overview 17 Hierarchy of Information User 28 Next Steps 30 Chapter 3 Decision Architecture Methodology: Closing the Gap 31 Methodology Overview 32 Discovery 36 Decision Analysis 38 Monetization Strategy 40 Agile Analytics 41 Enablement 46 Summary 49 Section II Decision Analysis 51 Chapter 4 Decision Analysis: Architecting Decisions 53 Category Tree 54 Question Analysis 57 Key Decisions 61 Data Needs 64 Action Levers 67 Success Metrics 68 Category Tree Revisited 71 Summary 74 Section III Monetization Strategy 77 Chapter 5 Monetization Strategy: Making Data Pay 79 Business Levers 81 Monetization Strategy Framework 84 Decision Analysis and Agile Analytics 85 Competitive and Market Information 95 Summary 97 Chapter 6 Monetization Guiding Principles: Making It Solid 98 Quality Data 99 Be Specific 102 Be Holistic 103 Actionable 104 Decision Matrix 106 Grounded in Data Science 107 Monetary Value 108 Confidence Factor 109 Measurable 111 Motivation 112 Organizational Culture 113 Drives Innovation 113 Chapter 7 Product Profitability Monetization Strategy: A Case Study 115 Background 115 Business Levers 117 Discovery 117 Decide 118 Data Science 125 Monetization Framework Requirements 125 Decision Matrix 128 Section IV Agile Analytics 131 Chapter 8 Decision Theory: Making It Rational 133 Decision Matrix 134 Probability 136 Prospect Theory 139 Choice Architecture 140 Cognitive Bias 141 Chapter 9 Data Science: Making It Smart 145 Metrics 146 Thresholds 149 Trends and Forecasting 150 Correlation Analysis 151 Segmentation 154 Cluster Analysis 156 Velocity 160 Predictive and Explanatory Models 161 Machine Learning 162 Chapter 10 Data Development: Making It Organized 164 Data Quality 164 Dirty Data, Now What? 169 Data Types 170 Data Organization 172 Data Transformation 176 Summary 180 Chapter 11 Guided Analytics: Making It Relevant 181 So, What? 181 Guided Analytics 184 Summary 196 Chapter 12 User Interface (UI): Making It Clear 197 Introduction to UI 197 The Visual Palette 198 Less Is More 199 With Just One Look 206 Gestalt Principles of Pattern Perception 209 Putting It All Together 212 Summary 220 Chapter 13 User Experience (UX): Making It Work 221 Performance Load 221 Go with the Flow 225 Modularity 228 Propositional Density 229 Simplicity on the Other Side of Complexity 231 Summary 232 Section V Enablement 233 Chapter 14 Agile Approach: Getting Agile 235 Agile Development 235 Riding the Wave 236 Agile Analytics 237 Summary 241 Chapter 15 Enablement: Gaining Adoption 242 Testing 242 Adoption 245 Summary 250 Chapter 16 Analytical Organization: Getting Organized 251 Decision Architecture Team 251 Decision Architecture Roles 259 Subject Matter Experts 261 Analytical Organization Mindset 262 Section VI Case Study 265 Case Study Michael Andrews Bespoke 267 Discovery 267 Decision Analysis Phase 278 Monetization Strategy, Part I 286 Agile Analytics 287 Monetization Strategy, Part II 303 Guided Analytics 313 Closing 324 Bibliography 327 Index 331

Read more less

Book SynopsisA Guide for English communication amongst international professionals Leading in English provides a valuable resource for more effective international business communication. Whether you''re a non-native English speaker working in English every day, or a native speaker working with non-native speakers, this book levels the playing field with a host of insights and tips using real-time examples. Through shared experiences and an engaging narrative, you''ll gain confidence as you build the skills you need to communicate more effectively in the workplace. Impart information, relate to coworkers, or just have a friendly chatthis book helps remove uncertainty and streamline interactions. Whether language is a small stumbling block or a large hurdle in your workplace, this book can help you overcome the issues and be happier, more confident, and more effective at your job. Communication is tremendously important in the workplace. When English presents a barrieTable of ContentsAcknowledgments v At the Airport Lounge vii Chapter 1 It Takes Two to Tango 1 Chapter 2 Speaking Clearly—It’s about You 27 Chapter 3 Speaking with Impact—It’s about Them 63 Chapter 4 Developing a Compelling Narrative—It’s about Moving Them 99 Back at the Lounge 135 Toolkit 143 Notes 157 About the Authors 161 Index 163

Read more less

Book SynopsisTake control of your career today Want to get ahead in the workplace? Learn new skills and increase your visibility as a leader in your company with the help of this practical, hands-on guide to professional development.Table of ContentsIntroduction 1 Book 1: Mindfulness 3 Chapter 1: Exploring Mindfulness in the Workplace 5 Chapter 2: Discovering the Benefits of Mindfulness 27 Chapter 3: Applying Mindfulness in the Workplace 47 Chapter 4: Practicing Mindfulness in the Digital Age 73 Book 2: Project Management 93 Chapter 1: Achieving Results 95 Chapter 2: Knowing Your Project’s Audiences 113 Chapter 3: Clarifying Your Project 133 Chapter 4: Developing a Game Plan 157 Chapter 5: Keeping Everyone Informed 183 Book 3: Leadership 203 Chapter 1: Building Your Leadership Muscles 205 Chapter 2: Managing as a Leader 223 Chapter 3: Creating a Vision 243 Chapter 4: Leading across Cultures 267 Book 4: Time Management 277 Chapter 1: Organizing Yourself 279 Chapter 2: Setting Yourself Up for Success 285 Chapter 3: Valuing Your Time 297 Chapter 4: Focusing, Prioritizing, and Time-Blocking 307 Chapter 5: Controlling Email Overload 327 Book 5: Business Writing 335 Chapter 1: Planning Your Message 337 Chapter 2: Making Your Writing Work 359 Chapter 3: Improving Your Work 381 Chapter 4: Troubleshooting Your Writing 403 Chapter 5: Writing Emails That Get Results 425 Book 6: Presentations 447 Chapter 1: Creating Compelling Content 449 Chapter 2: Honing Your Platform Skills 463 Chapter 3: Captivating Your Audience 487 Chapter 4: Keeping Your Audience Captivated 503 Chapter 5: Ending on a High Note 517 Book 7: Negotiation 533 Chapter 1: Negotiating for Life 535 Chapter 2: Knowing What You Want 547 Chapter 3: Setting Goals 567 Chapter 4: Asking the Right Questions 577 Chapter 5: Closing the Deal 593 Index 617

Read more less

Book SynopsisThe 10 essential skills to transform the way you lead The Leadership Habit provides the framework for patterns of behavior that will transform the way you lead. By articulating a clear, well-defined standard of what it means to be a leader, this book condenses volumes of advice and opinion into 10 key areas and teaches leaders how they can create daily habits surrounding these centers of excellence. Leaders who can commit to creating change will develop more productive teams and will build long-term growth for their organization. This book is your invaluable guide to being one of the greats, with proven advice and a concrete framework for leading well. Through expert discussion and deep dissection of these critical areas, you'll discover how to drive for results, build the best team, execute on vision, foster innovation, and more. Learn how to: Transform your habits across 30 specific skill areas Model personal growth, focus, and posTable of ContentsIntroduction ix Acknowledgments xi Chapter 1 Drives for Results 1 Accountability 2 Decision Making 8 Asking the Right Questions 10 Drives for Results Assessment Questions 14 The Leader’s Toolkit 14 Chapter 2 Builds the Right Team 17 Hiring the Right Talent 18 Multigenerational Leadership 22 Organizing and Developing Teams 28 Builds the Right Team Assessment Questions 31 The Leader’s Toolkit 31 Chapter 3 Influences Others 33 Open and Effective Communication 34 Negotiation and Building Consensus 38 Emotional Intelligence 45 Influences Others Assessment Questions 46 The Leader’s Toolkit 47 Chapter 4 Understands the Business 49 Generates Business Insights 49 Financial Management 55 Productivity and Process Efficiency 57 Understands the Business Assessment Questions 60 The Leader’s Toolkit 60 Chapter 5 Executes Vision 63 Defines and Communicates Vision 64 Strategic Thinking 65 Plans and Prioritizes 67 Executes Vision Assessment Questions 73 The Leader’s Toolkit 73 Chapter 6 Encourages Excellence 75 Delegation and Empowerment 76 Coaching and Encouraging 84 Rewards and Recognition 87 Encourages Excellence Assessment Questions 91 The Leader’s Toolkit 91 Chapter 7 Develops Positive Relationships 93 Networking 94 Collaboration 97 Conflict Management 102 Develops Positive Relationships Assessment Questions 107 The Leader’s Toolkit 107 Chapter 8 Develops Customer Focus 109 Trust and Credibility 110 Needs and Opportunity Awareness 111 Responsive Problem Solving 113 Develops Customer Focus Assessment Questions 118 The Leader’s Toolkit 119 Chapter 9 Fosters Innovation 121 Change Leadership and Management 122 Continuous Improvement 126 Complex Thinking 130 Fosters Innovation Assessment Questions 131 The Leader’s Toolkit 131 Chapter 10 Models Personal Growth 133 Self-Awareness 134 Continuous Learning 137 Managing Personal Energy and Time 139 Models Personal Growth Assessment Questions 145 The Leader’s Toolkit 145 Conclusion Make Leadership a Habit 147 References 149 Appendix A Your Personal Development Plan 151 Step 1: Self-Assessment 152 Step 2: Personal Action Plan 153 Step 3: Accountability 156 Appendix B Core Competencies Summary 157 Chapter 1: Drives for Results 157 Chapter 2: Builds the Right Team 159 Chapter 3: Influences Others 160 Chapter 4: Understands the Business 162 Chapter 5: Executes Vision 163 Chapter 6: Encourages Excellence 164 Chapter 7: Develops Positive Relationships 166 Chapter 8: Develops Customer Focus 167 Chapter 9: Fosters Innovation 169 Chapter 10: Models Personal Growth 170 Appendix C Glossary of Financial Terms 173 About the Authors 175 About Crestcom 177 Index 179

Read more less

Book SynopsisYou can find profitable, fulfilling work after 50! Great Jobs for Everyone 50+ provides an invaluable treasure trove of information for anyone seeking employment past the age of 50.Table of ContentsAcknowledgments ix About the Author xiii Introduction 1 Part I Great Jobs Chapter 1 Great Part-Time Jobs 15 Chapter 2 Great Work-from-Home Jobs 67 Chapter 3 Great Nonprofit Jobs 89 Chapter 4 Great Healthcare Jobs 101 Chapter 5 Great Tech Jobs 117 Chapter 6 Great Jobs in Education 125 Chapter 7 Great Skilled Trade Jobs 137 Chapter 8 Great Jobs to Ride the Age Wave 149 Part II The Great Jobs Workshop Chapter 9 How to Plan for Your Second Act 165 Chapter 10 Strategies for 50+ Job Hunters 177 Chapter 11 Adding New Skills 189 Chapter 12 Volunteer Your Way to a Job 197 Chapter 13 How to Prepare for Nonprofit Work 209 Chapter 14 Tips for a Great Resume and Cover Letter 217 Chapter 15 Job Hunting and Social Media 235 Chapter 16 Navigating the Job Search Boards 261 Chapter 17 Tapping Others for Help 277 Chapter 18 Great Job Interview Tips 299 Chapter 19 Special Job Circumstances 317 Chapter 20 Negotiating Pay 333 Chapter 21 Why Part-Time or Contract Work Is Worth It 343 Chapter 22 Be Your Own Boss 351 Afterword 371 Index 377

Read more less

Book SynopsisShape the leadership of tomorrow Business Coaching & Mentoring For Dummies provides business owners and managers with the insight they need to successfully develop the next generation of leaders. Packed with business-led strategies, key concepts, and effective techniques, this book equips you with the skills to transform both yourself and your team. Whether you''re coaching colleagues, employees, or offering your skills as a service, these techniques will help you build a productive relationship that leads to business success. The companion website also features eight bonus videos that will further your mastery by showing you what great coaching looks like in action. Navigate tricky situations and emotional minefields with ease; develop vision, values, and a mission; create a long-term planeverything you need is here, with expert guidance every step of the way. Understand how mentoring benefits both sides of the relationship Learn key coachTable of ContentsIntroduction 1 About This Book 1 Foolish Assumptions 2 Icons Used in This Book 3 Beyond the Book 4 Where to Go from Here 4 Part 1: Getting Started with Business Coaching and Mentoring 5 Chapter 1: Navigating the World of Coaching and Mentoring 7 Spotlighting the Business Benefits of Coaching and Mentoring 8 Defining Coaching and Mentoring 9 Coaching is the art of co-creation 9 Mentoring is the art of imparting wise counsel 11 Distinguishing coaching and mentoring from therapy 11 Distinguishing Business Coaching from Other Types of Coaching 14 Business coaching requires an understanding of business 14 Coaching leaders to be difference-makers 15 Equipping Yourself to Help Other People in the Business Context 18 Choosing a coach or mentor 20 Becoming a business coach or mentor 21 Being on the Other Side as Coachee or Mentee 22 Understanding Professional Requirements 23 Chapter 2: Making the Case for Coaching and Mentoring 27 Taking the Role of Educator 28 Valuing Third-Party Observation in Business 29 Showing that the coach’s perspective matters 29 Knowing how perspective feeds into change 30 Understanding construal-level theory 30 Leading a client to the light-bulb moment 34 Identifying the Client’s Return on Investment 34 Selling the benefits 35 Doing a cost-benefits analysis 36 Measuring and monetizing 38 Measuring the hidden benefits clients can’t see 38 Investing now for a future return 40 Stretching the Budget 41 Adding Value by Training Leaders in Coaching and Mentoring Skills 42 Chapter 3: Developing the Skills and Knowledge Base of a Coach and Mentor 45 The Differences between Coaching and Mentoring 46 The coaching skillset 46 The mentoring mind-set 47 Coaching and Mentoring Skills 48 Being present for a session 48 Active listening 48 Why coaching is rarely about the first issue in the conversation 49 Doing your homework and developing relevant business knowledge 50 Structuring a Client Session 52 Getting into the right frame of mind 52 Contracting creates relationship clarity 52 The contracting session 53 Creating the right environment 54 Knowing your limitations 55 Using Models in Coaching and Mentoring 57 The CLEAR model 57 Solution-focused coaching model 60 A model for mentoring 61 Developing flexibility in utilizing models and tools 64 Working in Particular Circumstances 64 Coaching and mentoring via telephone, web, and email 64 Cross-cultural and multicultural work 67 Chapter 4: Assessing Clients’ Needs before Coaching 69 Creating Programs to Deliver Coaching and Mentoring in Organizations 70 Figuring out what the organization wants and what the organization needs 70 Working with talent management and succession planning 76 Supporting coaches and mentors 77 Coaching Wannabe Business Owners and Startups 78 Helping startups see the value of coaching 78 Looking at areas for focus 79 Guiding the jack-of-all-trades and master of one 80 Helping the Family-Owned Business Survive and Thrive 82 Knowing where your support is most helpful 82 Evolving the legacy 83 Keeping business professional 84 Developing “Intrapreneurs” within Organizations 85 Creating the space to innovate 86 Turning the catalyst of an idea into reality 87 Working with the Socially Oriented Business 88 Knowing types and makeups 88 Identifying the challenges for the business 89 Part 2: Developing the Business Leader’s Mind-Set 91 Chapter 5: Managing the Inner World of Thoughts and Emotions 93 Understanding How Humans Think 94 We are what we think 95 We become what we practice 96 Choosing the Most Appropriate State in the Moment 97 Noticing the effects of a negative emotional state 97 Looking at the State Behavioral Model 99 Working with the four F’s of flight or fight 100 Knowing that breathing is a better choice than not 102 Looking downright depressed is a dismal choice 104 If things aren’t looking up, looking up helps 105 Changing Internal Self-Talk 106 Understanding that it’s not what you say, it’s the way you say it 107 Making the ridiculous sound ridiculous 109 Being kinder and nicer matters 110 Making Mind Pictures That Matter 111 Getting distance from the situation 112 Focusing on this not that 114 Changing the Internal World by External Means 116 Identifying when therapy is the answer 116 Using mindfulness, meditation, and the mysterious to support business 118 Chapter 6: Helping Leaders Recognize Why “I Did It My Way” Isn’t the Best Epitaph 121 Recognizing That Inflexibility Sometimes Leads to Extinction 122 Knowing that process and product innovation require adaptive leadership 123 Checking risk appetite to temper or grow ambition 124 Being Willing to Ask for Help When Out of Your Depth 126 Deploying the Right Thinking to the Right Problem 129 Thinking purposefully 130 Exercising your thinking 131 Seeking certainty when ambiguity may create something wonderful 133 Developing Alternative Perspectives 133 Considering leadership styles 133 Applying leadership gifts in business 135 Chapter 7: Coaching Clients through Their Blind Spots 139 Preframing the Coaching Conversation 140 Breaking Down Common Barriers 141 Working on willingness to learn 142 Pushing beyond the comfort zone 142 Identifying the enemies of learning 144 Dealing with Roles and Perceptions That Contribute to Blindness 146 Repositioning the ego state 146 Grounding eccentricity 149 Distancing empathy 150 Defusing Dramas That Impede Clear Vision 151 Moving beyond reactive thinking 152 Giving up the dramatic roles 153 Dealing with learned helplessness154 Finding the meaning in fear 156 Shining a Light on Incongruency 158 Part 3: Coaching and Mentoring to Get a Business on the Right Track 161 Chapter 8: Telling a Compelling Story in Business 163 Understanding the Value of the Business Story 164 Recognizing how a business conveys its story 164 Knowing which stories a business tells 166 Seeing who responds to stories 166 Helping the Client Create the Basic Story 169 Guiding the client through an exploratory exercise 169 Knowing that “it’s the way you tell it” 170 Distinguishing Fact from Opinion 174 Thinking in terms of maps of reality 175 Asking good-quality questions 176 Weeding out deletions, distortions, and generalizations 178 Playing master sleuth to separate opinion and reality 182 Giving Feedback on the Business Story 184 Chapter 9: Helping Clients to Assess Their Own Businesses Objectively 187 Testing the Foundations of the Business 188 Applying Strategic Thinking 188 Making the Complicated Simple 192 Using a framework to walk around the business 192 Working in plain lens spectacles 193 Determining Where the Best Mentoring Work Begins and Ends 197 Developing Trust and Honest Appraisal through Feedback 198 Encouraging clients to be open to regular feedback 198 Using feedback to feed forward 199 Learning from the Spectacular Success of Others 199 Mentoring inside a Small Organization 200 Chapter 10: Developing Vision, Mission, and Values 203 Aligning Who You Are with the Business You’re In 203 Revealing What’s Really Important 204 Defining the how and why of your business 204 Stopping your history from holding you back 206 Checking your locus of control 206 Getting clear on what you value and what you want 208 Helping a Business Create Operating Values 211 Coaching business leaders to identify values 212 Fleshing out values statements 214 Designing an Inspiring Vision with the Logical Levels Model 216 Identifying the six levels 217 Using the Logical Levels model 219 Reverse engineering the future 221 Communicating the Vision 222 Examples of Mission and Vision Statements 222 International Federation of the Red Cross 222 Fusion Optix 223 JPMorgan Chase & Co 223 Chapter 11: Transforming Visions into Workable Plans 225 Creating a Plan Fit for Purpose 226 Planning mind-set rules 227 Exploring options 228 Revealing what may stop or derail the plan 234 Gaining honest commitment and buy-in 237 Pinpointing when now is the right time 238 Resourcing the Plan 238 Packing the luggage for the journey 239 Knowing the route and moving in the right direction 242 Scheduling when to rest and refuel 243 Actioning and Reviewing the Plan 244 Gathering feedback and feeding forward 244 Checking that the plan is on track 245 Knowing when quitting is good 245 Acknowledging a job well done 247 Chapter 12: Mentoring for Personal Success and Empowering Leadership 249 Being a Great Leadership Mentor 250 Challenging the Delusions of What It Means to Be Successful 251 Success and culture 252 Success isn’t a destination 253 Exploring the True Nature of Success 253 Dealing with the “I Should” Traps of Success 255 Why look at limiting beliefs in mentoring? 256 Finding a strategy for examining and eliminating limiting beliefs 258 Identifying the Common Qualities of Great Leaders 261 Looking and behaving like a leader 262 Adapting your style to create followers 264 Allowing Others to Lead While You Follow 266 Enabling leadership across generations 266 Mentoring Millennial leaders 267 Part 4: Creating a Successful Business Identity with the Support of a Coach 269 Chapter 13: Developing the Brand of You 271 Enter Personal Branding 271 Defining How Brands Work When They Work Well 273 Building a Brand on Purpose 275 Defining your purpose 275 Keeping the business intact and your values on track 277 Looking in the Mirror of Self-Critique 279 Cultivating the qualities of brand excellence 280 Stepping into a brand-new you 281 Presenting Yourself with Style and Substance 282 Recognizing When Incongruence Strikes 283 Valuing What You Have to Offer 284 Realizing your value 284 Following a six-step model 286 Positioning your brand 287 Adjusting your financial thermostat 288 Promoting Yourself with Shameless Humility 290 Lighting Up the Room When You Walk In, Not When You Walk Out 291 Leaving a Legacy Footprint 292 Chapter 14: Developing Relationships at All Levels 295 Establishing a Successful Relationship with Yourself 295 Establishing the Baseline 296 Step 1: Gathering the personal map 296 Step 2: Identifying high points and low points 297 Step 3: Discovering desired improvement 298 Working on Yourself 298 Being authentic 299 Staying in the game 299 Starting strong and avoiding needy 300 Maintaining Client Relationships 302 Checking commitment and desire 303 Case example of how to check for commitment to goals 303 Managing Stakeholder and Sponsor Relationships 306 Managing stakeholder relationships 306 Communicating in triangular situations 309 Sponsoring a coaching intervention 310 Building Synergistic Collaboration 310 Creating synergy and serial entrepreneurship 311 Growing wiser and creating value 311 Networking Is a Deposit in the Karmic Bank 312 Building Trust and Rebuilding Broken Trust 315 Developing trust at the level of the organization 315 Resolving conflict and avoiding mutually assured destruction 317 Having the Courage to Let Go 318 Chapter 15: Coaching to Help Business Engage, Inform, and Influence 321 Understanding the Importance of Effective Communication 322 Communicating Quicker than the Speed of Conscious Thought 323 Understanding Why People Say Yes 325 If You Have the Need to Influence, You Get to Do All the Work 327 Navigating the Political Landscape 327 Ethically Influencing and Persuading for Results 330 It Takes Two to Influence 331 Paying attention 331 Listening actively 332 Building rapport 335 Choosing words that could, should, might make a difference 340 If You Aren’t Getting the Desired Results, Change Your Communication 342 Part 5: The Part of Tens 347 Chapter 16: Ten Online Resources to Boost Coaching and Mentoring Effectiveness 349 Steve Crabb 349 Business Reading Lists 350 iTunes U 350 YouTube 351 Podcasts 352 Blogs 352 TED Talks 353 Twitter 353 Facebook 354 Videos Tied to This Book 355 Chapter 17: Ten Tips for Leaders Who Coach or Mentor People in Business 357 Develop Talent in Those You Lead 358 Sell More than Tell 359 Name the Elephant before Eating It 360 Get Good at Asking Questions 361 Speak in Specifics and Mind Your Language 361 Recognize the Value of Slowing Down or Shutting Up 363 Appreciate Differences to Be a Difference Maker 364 Create the Optimum Conditions to Coach at a Distance 364 Support Your People during Change 366 Educate Yourself about the Business 367 Chapter 18: Ten Tips for Business Leaders Hiring a Business Coach 369 Be Clear about Where You Want to End Up 370 Be Willing to Be Wrong 370 Seek Out a Different Point of View 371 Lay the Groundwork 371 Focus on Substance over Style 371 Find the Best Fit for Your Business 372 Get Stakeholder Participation 373 Avoid One-Size-Fits-All Coaching 373 Manage Your Expectations 374 Dot Your I’s and Cross Your T’s 374 Chapter 19: Ten Questions to Keep a Business on Track 375 What Would We Create If Anything Was Possible? 376 Why Are We Doing This? 377 What Would Richard Branson Do? 378 What’s a Better Way? 378 Are We Still the Right People to Be Doing This? 379 Are We Busy Being Busy? 379 What Can We Do to Optimize or Streamline? 380 Are We Going in the Right Direction? 381 What Do We Need to Stop Doing? 381 Are We All Still on the Same Page? 382 Index 383

Read more less

Book SynopsisOutsmart the traps that are holding you back from success! Trap Tales is your guide to avoiding the seven obstacles that ensnare people every day. We all fall into traps, and we often don't even realize it until we're deeply entrenched. Like quicksand, traps are easy to step into, but difficult to escapeit seems that the harder we try to climb out, the deeper we sink. But what if there were another way? What if we knew the right strategies to escape the traps we have fallen into? What if we could spot traps from a distance, and avoid them entirely? In this book, authors David M. R. Covey and Stephan M. Mardyks train you in the art of Trapology. You'll meet Alex and Victoria, who have fallen into traps you're sure to recognize. As you read their stories, you'll learn about the seven most common traps in life and work, and how even the smartest and seemingly most accomplished people find themselves stuck and unable to see their way out. Traps are masters ofTable of ContentsForeword by Stephen M. R. Covey ix Part 1 Alex’s Story 1 The Story Begins 3 Trapology 15 Part 2 Traps 1-3 27 Trap 1: The Relationship Trap 29 Trap 2: The Money Trap 45 Trap 3: The Focus Trap 65 Part 3 Traps 4-6 81 Back to Reality 83 Trap 4: The Change Trap 93 Trap 5: The Learning Trap 115 Trap 6: The Career Trap 135 Part 4 Trap 7 147 Decision Day 149 Trap 7: The Purpose Trap 161 The Perfect Trip 173 Trapologist Toolbox 179 Four Characteristics of a Trap 179 Four-Phase Progression 179 Traps 1–7 Overviews 181 Acknowledgments 197 Citations 199 About the Authors 201

Read more less

Book SynopsisSave time, save money, and grow your business with more effective CRM CRM For Dummies is the small business leader's guide to managing customer interactions. Customer relationship management is a critical part of any business, and it encompasses everything from business strategy and HR to sales, marketing, events, and more.Table of ContentsIntroduction 1 About This Book 1 Icons Used in This Book 2 Where to Go from Here 2 Part 1: Laying the CRM Foundation 5 Chapter 1: Embarking on Your Journey to Complete CRM 7 Bringing the R in CRM to the Forefront 7 Extending CRM to Your Entire Business 10 Knowing the Buzzwords 11 Using Strategies and Tactics 19 Finding Your Success with Complete CRM 21 Chapter 2: Gearing Up Internally for CRM 27 Overcoming Resistance to Change 28 Encouraging and Facilitating Innovation and Collaboration 33 Creating a Consistent and Effective Brand Communication Strategy 38 Working with the Gatekeepers in IT 40 Adopting a Data-Driven Mindset 43 Applying Your Culture to CRM 46 Chapter 3: Choosing the Best Software 49 Choosing between Software as a Service (SaaS) or On-Premise 50 Evaluating Software Vendors 52 Testing CRM Software 60 Making the Final Decision 63 Educating Users on Responsibility 64 Installing the Right Data Security Tools 64 Training Your Staff 65 Part 2: Setting Up Yourself for Success 69 Chapter 4: Organizing Your CRM through Segments and Personas 71 Segmenting Your Market 72 Identifying Buyer Personas 79 Developing Your Best Brand 81 Testing Your Brand 83 Delivering the Right Content 86 Avoiding Content Saturation 90 Chapter 5: Creating Story Arcs and Buyer Journeys with CRM 93 Building Brand Awareness 94 Improving Brand Perception 96 Making the Best Contact the First Time 99 Qualifying Leads 101 Getting Your Leads into Your Funnel 102 Using Workflows to Engage with Your Customers 105 Designing Workflows 109 Closing Leads with Effective Process 113 Using Opportunities versus Consumer Sales Funnels 116 Implementing Process Abandonment 120 Following Up after the Sale 123 Chapter 6: Defining Process and Your Data Model 125 Applying Management by Walking Around 126 Outlining Key Areas 127 Moving from Whiteboard to CRM 127 Defining Contact Data Fields 130 Scoring Your Leads and Clients 132 Part 3: Implementing Your CRM 135 Chapter 7: Setting Up Your CRM Elements 137 Contact versus Account-Based CRM 137 Defining Users and Their Roles 139 Using a Group-Centric Architecture 140 Setting Up Custom Data Fields 144 Storing Files 146 Signing Documents Automatically 148 Bridging Your Online Store and Your CRM 149 Integrating Billing, Quotes, and Invoices 151 Connecting Legacy and Related Software 153 Importing Leads by File 155 Chapter 8: Capturing Leads to Build Your CRM Database 157 Finding the Best Lead Capture Methods 158 Buying Leads from Third Parties 162 Bringing Leads in with Your Website 164 Tracking Sources with Campaign IDs 168 Deploying Signup Forms 170 Deploying Ticketing Forms 172 Appending Data 174 Building Automation into Forms 177 Chapter 9: Capturing Leads with Other Methods 181 Interacting with Chat 182 Interacting via SMS/MMS 184 Interacting over the Phone 186 Meeting over Web Conference 188 Interacting over Social Media 189 Meeting Leads in Real Life 190 Integrating Inbound Leads through Zapier 193 Chapter 10: Communicating Effectively with Email 195 Avoiding Spam 196 Adhering to Legal Requirements 199 Employing SPF and DKIM 200 Choosing the Right Email Service Provider 202 Managing Your Lists 205 Gathering New Leads 207 Designing Emails That Work 209 Tracking Email Marketing Campaigns 211 Personalizing Your Messages 217 Triggering Email from Actions 218 Chapter 11: Joining the Marketing Automation Revolution 219 Defining Automation 220 Designing Your Campaigns 222 Setting Up Triggers 226 Encouraging Leads to Activate Triggers 227 Automating Workflows around Lead Scoring 229 Designing Workflows 230 Chapter 12: Managing Your Knowledge Base in Your CRM 235 Knowing What to Put in Your Knowledge Base 236 Building Access Levels for Information 237 Structuring Knowledge for Internal Consumption 239 Sharing Knowledge with Leads and Clients 240 Chapter 13: Managing Projects with Your CRM 241 Setting Up a Project 242 Leading Your Project Team 245 Measuring Important Metrics for Your Team 247 Tracking resource utilization 247 Viewing overdue tasks 248 Budgeting projects and tasks 248 Chapter 14: Managing Events with Your CRM 249 Bringing People to Your Brand 250 Driving awareness with events 250 Educating leads and clients through conferences 251 Hosting Events 251 Establishing benefits of membership 252 Matching attendees by interests 253 Setting Up Registration Options 253 Determining what to ask for 254 Using logic to show only relevant options 255 Automating Responses and Follow-Ups 255 Connecting with Calendars 256 Part 4: Analytics and Improvement 257 Chapter 15: Measuring Business Performance with CRM 259 Constructing Funnels 260 Tracking sales progress with conversions 260 Defining the stages of a conversion 260 Measuring time and dropout rates for each stage 261 Activating workflows for stages 262 Analyzing Website Visitors 263 Measuring unique visitors and page views 263 Tracking referral sources 265 Measuring bounce rate 266 Keeping a tally on devices that visit your website 267 Watching where your visitors come from 267 Measuring time on site 268 Analyzing individual pages 268 Comparing your website properties 269 Comparing and contrasting campaign performance 271 A/B Webpage Testing 272 Setting up split percentages 272 Determining the best criteria for a split 273 Adjusting split percentages automatically 273 Managing Affiliates 273 Connecting campaigns to affiliate codes 274 Defining tiers for payment 274 Measuring Email Marketing 275 Watching read and click rates over time 275 Comparing performance to benchmarks 275 Measuring conversions from email campaigns 276 Tracking Social Media 277 Measuring impressions and actions 277 Calculating influence and lead qualification 279 Taking a Global View 279 Chapter 16: Gathering Feedback and Supporting Customers 281 Sending Surveys 282 Applying surveys to the right situations 282 Developing the questions people answer 283 Building logic into survey structure 283 Scoring survey responses 284 Triggering workflows from surveys 285 Connecting survey responses to your CRM 285 Supporting Clients with Ticketing Forms 286 Posting forms on your website for customer service 286 Automation with ticket forms 287 Setting standards and goals for your support team 288 Measuring important metrics 289 Chatting with Leads and Clients 290 Chapter 17: Using Analytics the Right Way 291 Defining Your Key Performance Indicators 292 Knowing what to measure and why 292 Setting reasonable standards 294 Reporting your KPIs 294 Developing policies for exceeding standards or failing to meet them 295 Sharing performance with investors and employees 295 Analyzing Your Website Traffic 295 Assessing SEO and PPC performance 296 Comparing campaigns and their impact 296 Scoring Your Leads and Clients 297 Predictive Analytics 297 Building a data model from behavior 298 Applying your predictive model to leads 300 Applying your predictive model to your business model 300 Sharpening your team’s skills 301 Part 5: The Part of Tens 303 Chapter 18: Ten Top-Notch Software Review Websites 305 Expert Market 305 G2 Crowd 306 SaaSGenius 307 GetApp 308 Technology Advice 309 Software Advice 309 Capterra 310 Finances Online 311 TrustRadius 311 Marketing Automation Club 312 Chapter 19: Ten Common CRM Mistakes 313 Not Getting Buy In from Your Team 313 Believing CRM Is about Software 314 Not Doing Your Homework First 314 Not Listening to Expert Advice 314 Not Going through Vendor Software Training 314 Not Setting Up DKIM and SPF 315 Buying Lists 315 Relying Only on Cold Calling 315 Not Journey Mapping First 316 Focusing on One Requirement 316 Appendix A: CRM Decision Matrix 317 Appendix B: Self-Assessment 323 Index 325

Read more less

Book SynopsisVital guidance to ensuring the future of your firm G2: Building the Next Generation provides financial advisory firms with a clear roadmap to management succession. Based on the author''s 17 years of experience with over 1,000 firms, this book provides a systematic process to help you identify, develop, and install the new leadership that will guide your firm''s future. Extensive statistical research backs proven strategies for structuring management and succession, overcoming obstacles, selling equity, and more, while expert guidance walks you through the process and warn you of potential pitfalls along the way. A generation of entrepreneurs used their talent and ambition to build an industry; to ensure that their success lives on, those leaders now face the formidable challenge of succession. With the future of your firm at stake, how do you recruit, train, mentor, and develop the next generation of professionals, owners, and leaders? This book shows yoTable of ContentsPreface Acknowledgments Chapter 1 Who Are G2? Defining G2 Developing the Next Generation Is Critical Just Hiring Them Is Not Enough (But Start There) What G2 Professionals Need G2 Needs to Take Over Client Relationships G2 Are the Future Chapter 2 The Career Track The Advisory Career Track Non-Client-Facing Career Tracks Progressing through the Career Track Being Flat Top Performers Reaching the End of the Track Chapter 3 Recruiting G2 Beginning with the End in Mind Hiring Levels Becoming the Employer of Choice Advertising Recruiting in Small Markets Screening Interviewing Opportunistic Hiring Experienced Hires Chapter 4 Taking Over Client Relationships What Is a Lead Advisor? Qualities of a Trusted Advisor Transitioning the Lead to G2 Chapter 5 How Advisory Firms Develop New Business The Business Development Process When and How Clients Act Existing Clients as a Referral Source Some Theories about Referrals Other Referral Sources Beyond Referrals The Simple Mathematics of Reputation-Based Selling Principles of Business Development Chapter 6 Be a Business Developer The Four Stages of Learning to Develop New Business Solving a Puzzle Finding Your Mentor Learning to Ask Questions and Listen Finding Your Specialty Developing a Niche Following a Disciplined Process Be Persistent Chapter 7 Managing People Defining Management Prioritizing Management and Communication Accepting Responsibility Providing Feedback Dealing with Poorly Performing Team Members Performance Evaluations Being a Mentor Chapter 8 Managing Up Speaking Up Getting Involved Taking Responsibility for Your Team Supporting Your Colleagues Measuring Your Criticism Managing Your Own Expectations Chapter 9 Managing Yourself Defining Balance of Life Balancing Time Dealing with Weaknesses Thoughtful Communication On the Value of Conflict Looking at Your Own Plate Chapter 10 Owner, Manager, and Leader Defining Owner, Manager, and Leader Management Leadership Chapter 11 Adding Owners: The Firm Perspective Criteria for Ownership/Partnership Admission Process Adding Family Members as Partners Laying the Foundation for New Partners Tackling Buy-In Financing and Valuation Onboarding Partners Chapter 12 Buying Equity: The G2 Perspective What Does It Mean to Be an Owner? Key Questions to Ask Should You Buy Equity? The Characteristics of Equity Understanding Your Ownership Agreement Small Firms and Family Firms Owner Compensation What If the Ownership Agreement Isn’t Right for You Understanding the Valuation and the Price Organizing Your Personal Finances Beyond the First Purchase Chapter 13 The Ownership and Governance Foundation for G2 Career Investment Stability and Governance Elements of Governance Governance as a Function of Size Reviewing Your Governance Model Achieving Results Chapter 14 Succession Different Aspects of Succession Internal Succession of Ownership Finding the Motivation The Big Transaction A Large Number of Small Transactions Passive Ownership The Intermittent Transaction Equity-Based Compensation Profits Interest Options Nonvoting Shares Synthetic Equity Mergers Facilitating Succession Creating a Permanent Firm Chapter 15 Keeping Up with the Industry Being a Student of the Industry Developing Your Industry Connections Benchmarking Your Client Services Learning Best Practices Participating in External Training Contributing to the Industry Chapter 16 Conclusion From G2 to G3 A Note of Optimism Bibliography About the Author Index

Read more less

Book SynopsisMake your message stick with expert help from this classic trainer''s resource How to Run Seminars and Workshops is the classic guide for trainers and presenters in any industry. Packed with clear advice and real-world practicality, this book covers all aspects including planning, setup, delivery, coaching, and moreincluding valuable guidance on selling your services. This new Fourth Edition has been updated and expanded, with new information on training simulations, self-marketing, and online delivery. New templates and worksheets help you sell your presentation more effectively, and insider tips leave you equipped to handle any situation that might arise. Novice presenters will find extensive guidance for every phase of the process, and even veteran presenters will learn how to fine-tune and adjust their methods to suit their audience and mode of delivery. Most trainers and presenters know all they need to know about their chosen topic, but very few know how to prTable of ContentsPreface ix Acknowledgments xv PART I GETTING STARTED Chapter 1 Creating a Seminar Business 3 Chapter 2 Working with Adult Audiences 29 Chapter 3 Recognizing Trainees’ Levels of Behavior 47 Chapter 4 The Personality Parade: Training All Different Types of People 55 Chapter 5 The Pace Race: How to Train Groups with Diverse Needs 85 Chapter 6 Anatomy of an 8:00 a.m. Start: Finalizing On-Site Preparations 93 PART II DELIVERY: THE ART OF MAKING GREAT PRESENTATIONS Chapter 7 The Secret of Success: Selling Your Presentation 113 Chapter 8 Thirty Tips on Maintaining Interest 141 Chapter 9 The Art of Effective Questioning: Getting Trainees Involved 167 Chapter 10 Using Visual Aids 193 Chapter 11 Technology and Training 203 Chapter 12 Taking Your Training Online 221 Chapter 13 Giving Feedback and Coaching 235 Chapter 14 Tricks of the Trade 243 PART III IMPROVING THE TRAINING PROCESS Chapter 15 Inside the Mind of a Professional Speaker: How to Present Your Best Self 267 Chapter 16 The Value of Good Training: Hiring Effective Trainers 281 Chapter 17 Avoiding the Training Trap: Problems with Relevance and Respect 289 Chapter 18 Developing a Training Staff 297 Chapter 19 Evaluation and Support 303 Chapter 20 Adventures in Cross-Training 311 Epilogue: What’s Next? 319 Index 323

Read more less

Book SynopsisAsking is more than a skillit''s a lifestyle The Ask is your personal manual for building the best, most fulfilling personal and professional life possible. Crafting the perfect ask can fund your new business, support your favorite charity, and get more quality time with your significant otherbut it can do so much more than that. It can change your life. In learning how to ask for what you really want and deserve, you lose your fear of rejection and judgement. You create the greatest sense of self-worth that no one can give you, you give it to yourself when you ask. The critical moment is when you turn your skills inward and make the hardest asks, the ones you ask yourself. This book is designed to make you an Exceptional Asker, and in the process, give you the confidence and skills you need to achieve all your goals and realize your dreams. You''ll learn how to prepare, what words to use, what to avoid, and how to follow up, and you''ll purge the natural hesitaTable of ContentsPreface xiii Introduction xxi Part I What Will THE ASK Do for You? 1 1 What Is THE ASK? 3 What Does Money Mean to You? 8 Money Is Opportunity 12 What Does Money Mean to the Person You Are Asking? 12 Do You Have Money Wellness? 16 Money Blockers 18 2 Why Should People Ask? 23 Top 10 Reasons Why You Should Ask 26 When Not to Ask 34 The Person You Want to Ask Is Going Through a Rough Time 34 You Are Not Ready or You Are Unsure of Your Ask 35 Your Ask Will Be Confusing 35 Asking Mantras That Will Serve You Well 36 The Quality of Your Life is Determined by the Quality Questions You Ask Yourself and Others 37 When You Ask for Money You Are Not Taking Something Away, You Are Giving an Opportunity 39 THE ASK Is a Conversation, Not a Confrontation 41 3 Why People Do Not Ask 43 The Top 15 Reasons Why People Do Not Ask 46 Part II How Should You Ask? 61 4 How to Be an Exceptional Asker 63 The 10 Essential Characteristics of an Exceptional Asker 65 Actions to Take before You Ask 73 Three Questions that Come before Any Ask 79 5 The 5-Step Foolproof Method for Any Ask 85 Know Exactly What You Want 88 Prepare the Conversation 90 Deliver with Confidence 92 Clarify What You Think You Heard 94 Plan Your Next Move at the Ask 98 THE ASK—It’s Two Sentences and a Question 99 6 How to Keep Your Ask on Track 103 Was Your Ask Really an ASK? 105 Asking U-Turns 112 Asking Mistakes 120 Five Ways to Turn a Bad Ask into a Win 122 Part III What Can You Ask For? 133 7 THE ASK for Business—The Stories and the Lessons 135 Too Big to Learn 137 Pay Me What I’m Worth 143 8 THE ASK for Philanthropy—The Stories and the Lessons 151 So Close, Yet So Far 153 I Really Don’t Know Anyone Who Could Support Us 159 9 THE ASK for Everyday Living—The Stories and The Lessons 165 Is This a Room, or Is This a Closet? 168 The Spender versus the Saver 171 10 The Hardest Asks You Will Ever Make 179 The Asks You Need to Make for Yourself 182 Laura’s Story—The Hardest Asks I Have Ever Made 189 Conclusion 201 About the Author 205 Index 209

Read more less

Book SynopsisA 13-point manifesto for a new financial services marketing model Anthony Thomson knows a thing or two about new and disruptive financial services, having co-founded and chaired first the ground-breaking Metro Bank and then the purely digital, app-based Atom Bank. And as a financial services marketing specialist for over 30 years, Lucian Camp has helped develop more new and innovative financial services propositions than anyone. Now they've put their heads together to write No Small Change, a passionate, opinionated and practical manifesto arguing that the fast-changing financial services world urgently needs to rethink the whole of its approach to marketing. Most of all, they propose that an increasingly digital, fintech-driven industry needs not just more marketing, but also better marketing to make sure it's successfully identifying consumers' real needs, and finding powerful and successful ways to engage with them. After deTable of ContentsPreface ix Acknowledgments xi About the Authors xiii CHAPTER 1 About This Book 1 CHAPTER 2 What Is Marketing, And Why Does It Matter? 8 CHAPTER 3 From ‘Best Advice’ to ‘Satisficing’ 20 CHAPTER 4 Why Not Then? And Why Now? 26 CHAPTER 5 Retail Financial Services How? 39 CHAPTER 6 Real People, Real Lives 63 CHAPTER 7 Cutting in the Middle Man 74 CHAPTER 8 Introducing the New Financial Services Marketing 88 CHAPTER 9 How Does Your Firm Define Its Purpose? 98 CHAPTER 10 Does Your Firm Have a Strong and Distinctive Culture? 115 CHAPTER 11 How Much Is Big Data Changing Your Business? 126 CHAPTER 12 Do You Get the Power of Behavioural Economics? 140 CHAPTER 13 Are You Really Any Good at Innovation? 156 CHAPTER 14 Are You Absolutely Sure About ‘Restoring Trust’? 173 CHAPTER 15 Whatever It Is, Can You Make It Simpler? 190 CHAPTER 16 Are You Just a Little Bit Boring? 205 CHAPTER 17 Call That a Brand? 216 CHAPTER 18 Yes, But Can You Prove It’s Working? 234 CHAPTER 19 Must Planning Your Comms Be So Horribly Complicated? 245 CHAPTER 20 How Far Can You See Beyond Financial Services? 265 Appendix: Winning Entries from the Financial Services Forum Marketing Effectiveness Awards 274 Further Reading 291 Index 293

Read more less

Book SynopsisEverything you need to start and manage a non-profit Starting and Managing a Nonprofit Organization is written to help anyone who''s just getting their toes wet in the sector get up to speed on the critical information needed to protect their nonprofit''s tax-exempt statusand avoid the many legal traps out there that you probably didn''t know exist. Packed with checklists and step-by-step guidance, Starting and Managing a Nonprofit Organization demystifies intricate legal issues with plain-English language explanations for non-legal professionals of the statutes, regulations, court opinions, and other rules comprising nonprofit law. Nonprofits must comply with stringent federal and state laws due to their special exempt status; the government''s ultimate threat is revocation of a nonprofit''s tax-exempt status, which usually means the nonprofit''s demise. Written in plain English, not legalese, this all-important guide provides essential guidance for those inTable of ContentsPreface vii Part One Starting A Nonprofit Organization 1 Chapter One: What Is a Nonprofit Organization? 3 Chapter Two: The Nonprofit Organizations’ Regulatory Scene 17 Chapter Three: Starting a Nonprofit Organization 27 Part Two Being Nonprofit, Legally 39 Chapter Four: Nonprofit Organizations: Much More Than Charity 41 Chapter Five: Nonprofits and Private Benefit 59 Chapter Six: From Nonprofit to Tax-Exempt 77 Chapter Seven: Charities: Public or Private? 93 Chapter Eight: Nonprofit Governance 111 Chapter Nine: Braving Annual Reporting 137 Chapter Ten: Tax Exemption: Not a Paperwork Exemption 149 Chapter Eleven: Charitable Giving Rules 163 Chapter Twelve: Government Regulation of Fundraising 187 Part Three Tax-exempt Organizations Can Be Taxable, And So Can Their Managers 211 Chapter Thirteen: Related or Unrelated? 213 Chapter Fourteen: Lobbying Constraints—And Taxes 231 Chapter Fifteen: Political Campaign Activities—And More Taxes 243 Chapter Sixteen: Donor-Advised Funds, Tax Shelters, Insurance Schemes—And Still More Taxes 253 Part Four Helpful Hints and Successful Techniques 261 Chapter Seventeen: For-Profit and Nonprofit Subsidiaries 263 Chapter Eighteen: Joint Venturing and Other Partnering 275 Chapter Nineteen: Wonderful World of Planned Giving 291 Chapter Twenty: Putting Ideas into Action 303 Part Five Sidestepping Traps 313 Chapter Twenty-One: Watchdogs on the Prowl 315 Chapter Twenty-Two: Potpourri of Policies and Procedures 329 Chapter Twenty-Three: Commerciality, Competition, Commensurateness 343 Chapter Twenty-Four: IRS Audits of Nonprofit Organizations 355 Chapter Twenty-Five: Avoiding Personal Liability 375 Part Six Constitutional Law Perspective 383 Chapter Twenty-Six: Nonprofit Organizations and the Constitution 385 Glossary 409 Index 421

Read more less

Book SynopsisUntwist the question mark from your life to start living authentically UNSTUCK offers a path forward for those who are stuckdespite the comfort, security, and what should feel like success. Do you feel disengaged from a life that looks good on paper? Do you feel like there must be something more? This is your guide to getting unstuck, breaking free of your comfortable cocoon, and discovering what you are meant to be. Through the story of George Johnson, a man in a position much like yourself, you''ll learn how to shed the boredom, emptiness, and confusion so you can get on with your life. Whether you need a complete overhaul or just a jumpstart, you''ll find the advice you need to start making it happen. More than just a story, this book shifts your perspective to help you realistically plan a transition from the ordinary present to the extraordinary future; emotional support coupled with practical guidance helps you find your path, identify your dTable of ContentsForeword by Jon Gordon ix Introduction xi The Fable 1 The STOP Sign 3 Confession 7 Back at the Bank 11 Losing Heart 15 The Phone Call 23 Warning Sign 33 Alive, but Not Living 39 Perspective 47 ER 61 Daisies 67 Gone Missing 73 Everyone Needs Traction 79 Relief 89 Reflection 95 It’s in the Doing 101 Action 107 Renewal 113 Welcome Back 123 Six Months Later 135 Application Guide: Applying the Traction Formula and the Six-Phase Model to Your Life 139 Suggestions for Those Who Lead Others 206 Acknowledgments 217 About the Authors 219 Stay In Touch 221 Index 223

Read more less

Book SynopsisEffective transaction monitoring begins with proper implementation Anti-Money Laundering Transaction Monitoring Systems Implementation provides comprehensive guidance for bank compliance and IT personnel tasked with implementing AML transaction monitoring. Written by an authority on data integration and anti-money laundering technology, this book offers both high-level discussion of transaction monitoring concepts and direct clarification of practical implementation techniques. All transaction monitoring scenarios are composed of a few common elements, and a deep understanding of these elements is the critical factor in achieving your goal; without delving into actual code, this guide provides actionable information suitable for any AML platform or solution to help you implement effective strategies and ensure regulatory compliance for your organization. Transaction monitoring is increasingly critical to banking and business operations, and the effectiveness of any Table of ContentsAbout the Authors xiii Acknowledgments xv Preface xvii Chapter 1 An Introduction to Anti-Money Laundering 1 The Emergence of AML 2 AML as a Compliance Domain 5 The Objectives of AML 9 Regulatory Reporting 9 Corporate Citizenship versus Profitability 10 About True and False Positives and Negatives 11 The Evolution of Automated Transaction Monitoring 15 From Rule-Based to Risk-Based 17 From Static to More Dynamic Transaction Monitoring 22 Latest Trends: Machine Learning and Artificial Intelligence 26 Latest Trends: Blockchain 29 Risk-Based Granularity and Statistical Relevance 34 Summary 36 Chapter 2 Transaction Monitoring in Different Businesses 39 Banking 43 Correspondent Banking 46 Banking – Trade Finance 49 Banking – Credit Card 60 Insurance 60 Securities 63 Stored Value Facilities (SVFs) 66 Casinos and Online Gambling 68 Lottery and Jockey Club 70 Other Businesses 72 Summary 72 Chapter 3 The Importance of Data 75 ETL: Extract, Transform, and Load 76 Extract: Data Availability and Sourcing 77 Transform: Data Quality, Conversion, and Repair 80 Data Load and Further Processing 89 Loading of the Data 89 Data Lineage 92 Multiple ETLs 92 Summary 93 Chapter 4 Typical Scenario Elements 95 Transaction Types 96 Actionable Entity 100 Scenario Parameters 106 Use of Maximum Instead of Minimum Value Threshold 108 Threshold per Customer 109 Pre-Computing Data 110 Timeliness of Alerts 112 Use of Ratios 114 Ratio as Degree of Change/Similarity 117 Ratio as Proportion 119 Other Common Issues 120 Chapter 5 Scenarios in Detail 121 Large Aggregate Value 122 Unexpected Transaction 123 High Velocity/Turnover 129 Turnaround/Round-Tripping 132 Structuring 136 Early Termination/Quick Reciprocal Action 141 Watchlist 141 Common Specifications across Unrelated Entities 142 Involving Unrelated Third Party 144 One-to-Many 144 Transacting Just below Reporting Threshold 145 Chapter 6 The Selection of Scenarios 147 Selecting Scenarios 148 Regulatory Requirements 148 Business Drivers 150 Data Quality and Availability of Reference Data 152 Maintenance of the Scenario Repository 152 How Specific should a Scenario Rule Be? 153 Overlapping Scenario Rules 155 Summary 156 Chapter 7 Entity Resolution and Watchlist Matching 157 Entity Resolution 158 Watchlists 161 Summary 184 Chapter 8 Customer Segmentation 185 The Need for Segmenting Customers 186 Approaches to Segmentation 188 Overview of Segmentation Steps 191 Organizational Profiling 193 Common Segmentation Dimensions 195 Considerations in Defining Segments 197 Check Source Data for Segmentation 199 Verify with Statistical Analysis 200 Ongoing Monitoring 205 Change of Segmentation 205 Summary 207 Chapter 9 Scenario Threshold Tuning 209 The Need for Tuning 210 Parameters and Thresholds 210 True versus False, Positive versus Negative 212 Cost 213 Adapting to the Environment 214 Relatively Simple Ways to Tune Thresholds 215 Objective of Scenario Threshold Tuning 216 Increasing Alert Productivity 216 Definition of a Productive Alert 219 Use of Thresholds in Different Kinds of Scenario Rules 220 Regulation-Driven Rules 220 Statistical Outlier 221 Insignificance Threshold 225 Safety-Blanket Rules 225 Combining Parameters 226 Steps for Threshold Tuning 228 Preparation of Analysis Data 234 Scope of Data 234 Data Columns 234 Quick and Easy Approach 237 Analysis of Dates 238 Stratified Sampling 239 Statistical Analysis of Each Tunable Scenario Threshold Variable 239 Population Distribution Table by Percentile (Ranking Analysis) 244 Distribution Diagram Compressed as a Single Line 245 Multiple Peaks 246 Zeros 246 Above-the-Line Analysis and Below-the-Line Analysis 247 Above-the-Line Analysis 247 Below-the-Line Analysis 249 Use of Scatter plots and Interactions between Parameter Variables 251 Binary Search 258 What-If Tests and Mock Investigation 260 What-If Tests 260 Sample Comparisons of What-If Tests 261 Qualifying Results of What-If Tests 262 Scenario Review Report 263 Scenario Review Approach 268 Scenario Review Results 268 Summary 274 Index 277

Read more less

Book SynopsisQuantitative analysis of outcomes vs PMs at the individual level Leading Complex Projects takes a unique approach to post-mortem analysis to provide project managers with invaluable insight. For the first time, individual PM characteristics are quantitatively linked to project outcomes through a major study investigating the role of project leadership in the success and failure of complex industrial projects; hard data on the backgrounds, education, and personality characteristics of over 100 directors of complex projects is analyzed against the backdrop of project performance to provide insight into controllable determinants of outcomes. By placing these analyses alongside their own data, PMs will gain greater insight into areas of weakness and strength, locate recurring obstacles, and identify project components in need of greater planning, oversight, or control. The role of leadership is to deliver results; in project management, this means taking respTable of ContentsForeword ix Acknowledgments xi About the Authors xiii Introduction Executive Summary 1 Chapter 1 Getting Grounded 9 Part One Chapter 2 Methodology and Data 27 Chapter 3 The Unique Demands on Complex Project Leaders 45 Chapter 4 The Traits and Skills of Effective Project Leaders 63 Chapter 5 From Personality to Practice 91 Part Two Chapter 6 Joseph Brewer 117 Chapter 7 Don Vardeman 129 Chapter 8 Nora’in MD Salleh and Dzulkarnain Azaman 149 Chapter 9 Jay Sexton 165 Chapter 10 Paul Harris 179 Chapter 11 David Young 195 Chapter 12 What Have We Learned and What Does It Mean? 215 Index 233

Read more less

Book SynopsisOptimize your talent by removing the obstacles in their path Capacity is a proven system for bringing the best out of your team-and yourself. Matt and Chris Johnson set the mark on how to succeed in the future with their energizing message, humorous stories and their generational differences. As the world speeds-up faster and faster, organizations and their people try to keep up. This pressure to do more with less has reached epidemic levels of concern and organizations are panicking on how to recruit, retain and attract the best talent for the future. Burnout, low engagement, and overwhelming stress are jeopardizing organizations' ability to scale and win. As outdated performance models of the past crumble under pressure, Matt and Chris show you how to build and protect your most valuable assetYOUR PEOPLE. What if you could beat the clock and expand your capacity by 6 hours per week? Or 11? Think about the organizational impact if your workforce were given fresh capacity to Table of ContentsIntroduction vii 1 The Secret That Is Overlooked 1 2 People with a Purpose 11 3 Drinking from a Firehose Wastes a Lot of Water 23 4 Human Capital Is the Future! 47 5 Laser Focus Directs Performance 61 6 Boundless Energy Fuels Performance 83 7 Unstoppable Drive Propels Performance 93 8 REST 107 9 EAT 131 10 MOVE 159 11 You Have the Power 181 12 Why Not? 195 Summary: Key Points 201 Acknowledgements 205 Index 209

Read more less

Book SynopsisUse cognitive diversity to your advantage and transform your organization Work That Works is a guide to building better teams and an exceedingly positive workplace culture. Based on the tools and principles of Emergenetics, this book helps you improve communication, connection, and performance through an enlightening process of self-discovery and sharing. You''ll discover the unique combination of strengths you bring to the table, and understand the power of your Thinking and Behavioral Preferences to gain greater clarity and a better understanding of your skills, habits and behavior. As people understand and share their Profiles, the real magic happensteams can be built synergistically, and team members can collaborate more effectively by borrowing another person''s brain. Cognitive diversity is a given whenever a group of people work together toward a common goal; the critical factor is whether those differences become an obstacle or a catalyst. By bringing each pTable of ContentsForeword xi Introduction xiii What Is Emergineering, and How Will It Make a Difference to You? Principle #1 LEADERSHIP IS AN INSIDE JOB 1 Know Yourself Principle #2 EMBRACE THE SCRATCHY 25 Uncomfortable Is the New Norm Principle #3 USING THE LANGUAGE OF GRACE 55 Words Are Powerful Principle #4 CREATING A MEETING OF THE MINDS 81 WEteam Cognitive Collaboration Principle #5 USING THE POWER OF WE 111 Techniques to Unleash Your Team’s Potential Principle #6 LET YOUR PEOPLE LIVE TO WORK, NOT WORK TO LIVE 137 A Job Is More Than the Time Between Vacations Principle #7 LOVE 153 Care for Your People and the Profi ts Will Come Conclusion and Acknowledgments 171 Appendix 175 Glossary of Emergenetics Terms 181 Sources 187 Index 191

Read more less

Book SynopsisA more effective leadership model for the new business environment. Spiral Dynamics in Action explores the evolution of modern business, and provides a model for moving forward amidst ever-increasing complexity and change.Table of ContentsSpecial Acknowledgements xi Foreword by Ronnie Lessem xiii Preface by Dr Don Beck xvii Figures and Graphs as a Map for the Book xxi Part 1: Spiral Dynamics: The Foundation 1 1 Introduction – The Lay of the Land of this Book 3 2 The Architect of the Existential Staircase – Clare Graves 11 3 The Code Book 23 4 Natural Design – The Ever-Emerging Ecology 37 Part 2: Spiral Dynamics Global 51 5 Back to the Future – The South African Crucible Revisited 53 6 Uncovering the Indigenous Intelligence: A Case Study of Israel and Palestine 67 7 The Nordic Countries and Second-Tier Consciousness: The Need for Second-Tier Leadership in Times of Great Turbulence 97 Part 3: The Surge in a Social Context 115 8 Defining the Sustainable Corporation: From Stockholders to Stakeholders 117 9 Spiral Dynamics in Action Across Boundaries 137 10 Organizational Engagement in Diverse Workspaces: International Application of Spiral Dynamics 161 Part 4: Spiral Dynamics PLUS 179 11 Spiral Dynamics PLUS Supplementary Technologies 181 Part 5: The Road Forward for Humanity 209 12 What Do You Do with Spiral Dynamics? 211 About the Authors 227 Glossary 233 Acronyms 237 Additional Resources 239 Bibliography 251 Index 261

Read more less

Book SynopsisThe latest updated edition of the market-leading guide to Good Manufacturing Practice (GMP) in the food and drink industry This all-new, 7th edition of Food and Drink - Good Manufacturing Practice: A Guide to its Responsible Management features a wealth of new information reflecting changes in the industry and advances in science that have occurred since the publication of the last edition back in 2013. They include topics such as: Food Safety Culture, Food Crime and Food Integrity Management Systems, Food Crime Risk Assessment including vulnerability risk assessment and Threat Analysis Critical Control Point (TACCP), Security and Countermeasures, Food Toxins, Allergens and Risk Assessment, Provenance and authenticity, Electronic and digital traceability technologies, Worker Welfare Standards; Smart Packaging, Food Donation Controls and Animal Food Supply, Safety Culture; Provenance and integrity testing and Sustainability Issues. In addTable of ContentsPreface to the Seventh Edition ix Acknowledgements xi Decision Makers’ Summary xiii Part I General Guidance Chapter 1 Introduction 3 2 Quality Management System 9 3 Hazard Analysis Critical Control Point 17 4 Food Safety Culture 31 5 Food Crime and Food Integrity Management Systems 35 6 Food Crime Risk Assessment 45 7 Security and Countermeasures 53 8 Food Toxins, Allergens and Risk Assessment 63 9 Foreign Body Controls 75 10 Manufacturing Activities 85 11 Management Review, Internal Audit and Verification 95 12 Product and Process Development and Validation 101 13 Documentation 107 14 Product Identification and Traceability 115 15 Provenance and Authenticity 121 16 Electronic Identification and Digital Traceability Techniques 125 17 Personnel, Responsibilities and Training 129 18 Worker Welfare Standards 147 19 Premises and Equipment 151 20 Water Supply 169 21 Cleaning and Sanitation 173 22 Infestation Control 183 23 Purchasing 191 24 Packaging Materials 197 25 Smart Packaging 201 26 Internal Storage 205 27 Crisis Management, Complaints and Product Recall 211 28 Corrective and Preventive Action 217 29 Reworking Product 221 30 Waste Management 225 31 Food Donation Controls and Animal Food Supply 229 32 Warehousing, Transport and Distribution 233 33 Contract Manufacture and Outsourced Processing and Packaging 239 34 Calibration 241 35 Product Control, Testing and Inspection 245 36 Provenance and Integrity Testing 251 37 Labelling 253 38 Good Control Laboratory Practice and Use of Outside Laboratory Services 257 39 Electronic Data Processing and Control Systems 265 40 Sustainability Issues 269 41 Environmental Issues 271 42 Health and Safety Issues 275 Part II Supplementary Guidance on Some Specific Production Categories Chapter 43 Heat‐Preserved Foods 279 44 Chilled Foods 289 45 Frozen Foods 299 46 Dry Food Products and Materials 307 47 Compositionally Preserved Foods 311 48 Foods Critically Dependent on Specific Ingredients 313 49 Irradiated Foods 315 50 Novel Foods and Processes 321 51 Foods for Catering and Vending Operations 325 52 The Use of Food Additives and Processing Aids 327 53 Responsibilities of Importers 331 54 Export 333 Part III Mechanisms for Review of this Guide Appendix I Definition of Some Terms Used in this Guide 337 Appendix II Abbreviations Used in this Guide 347 Appendix III Legislation and Guidance 355 Appendix IV Additional References 357 Appendix V Contribution to the Seventh and Previous Editions of the Guide 361

Read more less

Book SynopsisA must read for anyone in the business of leading others.Ken May, CEO of Top Golf; former CEO of FedexIf you want your team to stay focused, you will want to read Can I Have Your Attention?Chester Elton, New York Times Best-Selling author of All In, The Carrot Principle and What Motivates MeInspire better work habits. Focus your team. Get stuff done in the constantly connected workplace.As our workloads expand, attention has never been more valuable. Or more difficult to keep.In Can I Have your Attention?, Curt Steinhorst shows business leaders how to cut through the noise and get their employees back to work. Curt has spent years helping Fortune 500 companies overcome distraction and achieve focus. With technology creating endless opportunites to improve productivity, people spend so much time responding to the interruptions that they''ve lost the ability to focus and do theiTable of ContentsForeword ix Prologue: You Don’t Have Jack xi Section One Nobody’s Working 1 Chapter 1 The Curse of the Overwhelmed 3 Chapter 2 It’s Not Their Fault 7 Chapter 3 Tools of Our Tools 11 Section Two Finding Focus 19 Chapter 4 The Science of Attention 21 Chapter 5 Focus-Wise in the Age of Distraction 33 Chapter 6 The Four Elements of Focus 41 Section Three Focus-Wise Space 47 Chapter 7 In Praise of Walls 49 Chapter 8 Office Space 57 Chapter 9 The Vault 67 Section Four Focus-Wise Technology 75 Chapter 10 Relationship Status: It’s Complicated 77 Chapter 11 Message Undeliverable 83 Chapter 12 Free at Last 89 Chapter 13 Best Buddy or Big Brother? 97 Section Five Focus-Wise Communication 105 Chapter 14 Can You Hear Me Now? 107 Chapter 15 Digital Communication: E-mail, Messaging, and Everything in Between 113 Chapter 16 Face to Face in a Facebook World 121 Section Six Focus-Wise Workday 131 Chapter 17 The Balance Myth 133 Chapter 18 Managing the Minutiae 145 Chapter 19 Can We Get an Extension? 153 Section Seven Focus-Wise Leadership 159 Chapter 20 The First Filter 161 Chapter 21 Individual to Institutional 169 Chapter 22 Filling the Digital Skill Gaps 177 Chapter 23 Competing with Zuckerberg 183 Chapter 24 After All, We’re Here to Work 189 Chapter 25 The Focus-Wise Leader 195 About the Authors 203 Acknowledgments 205 Notes 209 Index 223

Read more less

Book SynopsisHighlights and examines the growing convergence between the food and agricultural industriesthe technological, environmental, and consumer-related drivers of this change, and the potential outcomes This is the first book of its kind to connect food and the food industry with agriculture, water resources, and water management in a detailed and thorough way. It brings together a small community of expert authors to address the future of the food industry, agriculture (both for plants and animals), and waterand its role in a world of increasing demands on resources. The book begins by highlighting the role of agriculture in today''s food industry from a historical perspectiveshowing how it has grown over the years. It goes on to examine water management; new ways of plant breeding not only based on genetic modification pathways; and the attention between major crops (soy, corn, wheat) and so-called orphan crops (coffee, cocoa, tropical fruits). The book then turns towardsTable of ContentsForeword xiii Acknowledgments xv Part 1 Agriculture and the Food Industry 1 1 The Role of Agriculture in Today’s Food Industry 3 1.1 Introduction 3 1.1.1 The Four Building Blocks 4 1.1.2 Some History of Agriculture 5 1.1.3 Eat More and Increase the Likelihood for Survival 6 1.1.4 Food Can Be Grown and Plants Can Be Bred: What’s Next? 7 1.1.5 From Very Old to Rather Recent Food]Preservation Techniques 9 1.2 Agriculture: The Main Supplier to the Food Industry 10 1.2.1 Artificial Ingredients 10 1.2.2 The Main Raw Material Sources 11 1.2.3 Milk’s the Star 12 1.2.4 Milk…What Else? 13 1.2.5 Other Excursions from Food 14 1.2.6 Noncompeting Alternatives 15 1.3 Agriculture’s New Role in Light of Food and Health 16 1.3.1 Decades of Food Safety Rules and Regulations 18 1.3.2 More Rules: What Do We Do? 20 1.3.3 Raw Materials and Processes Become More Sophisticated 21 1.4 Most Likely Drivers for Change in the Agriculture Industry 23 1.5 Summary and Major Learning 25 References 27 2 Water Management in Modern Agriculture: The Role of Water and Water Management in Agriculture and Industry 29 2.1 Introduction 29 2.2 Multiple Dimensions of Water 30 2.3 On the Evolution of Water Institutions and Policies 33 2.4 Reforming Water]Resource Management at the Micro]Level (Farm and Field) 35 2.5 Reforming Regional Water]Allocation Regimes 38 2.6 Improved Water Project Design 42 2.7 Improved Water Quality 43 2.8 Climate Change 44 2.9 Summary and Major Learning 46 References 47 3 Innovation in Plant Breeding for a Sustainable Supply of High]Quality Plant Raw Materials for the Food Industry 53 3.1 Introduction 53 3.2 Challenges for Future Agricultures and Food Industries 54 3.2.1 Strongly Growing Food Needs 54 3.2.2 Energy Issues 56 3.3 Genetic]Based Techniques for Plant Breeding in the Context of Agricultural Production 59 3.3.1 Genetic Innovation and Agronomic Practices 59 3.3.2 The Process of Plant Breeding and Its Main Limitations 61 3.3.3 Preliminary Conclusions 67 3.4 Trends: Shift in Allocation of Resources to Global Needs? 68 3.4.1 Methodology 68 3.4.2 Analysis of Investment in Seed Research and Development 69 3.4.3 Analysis of Deviations and Distortions of R&D Investments and Production Volumes 71 3.5 A First Set of Conclusions and Recommendations 77 3.6 Summary and Major Learning 80 3.7 Appendix Tables 81 References 85 4 The Agriculture of Animals: Animal Proteins of the Future as Valuable and Sustainable Sources for the Food Industry 87 4.1 Livestock and Animal Husbandry 87 4.1.1 How We Got to Now 88 4.2 Animals: A Source of High]Quality Proteins 89 4.3 Animal Protein Demand in Emerging Markets 90 4.4 Optimal Animal Welfare: Sustainable, Humane, and Healthy 93 4.4.1 Animal Production Increase 95 4.5 Animal]Breeding Programs 97 4.5.1 Genomic Breeding of Animals 98 4.6 The Use of Big Data for Management and Genetic Evaluations 102 4.7 Summary and Major Learning 106 References 108 Part 2 The Future of the Food Industry 109 5 The Food Trends—The New Food—Enough Food? 111 5.1 Historical Food Trends: From Then to Now 111 5.1.1 Food and Beverages during the Period of Classical Greece 111 5.1.2 Food and Beverages in the Roman Empire 113 5.1.3 Food in Medieval Times in Central Europe 115 5.1.4 From European Renaissance and Enlightenment to the First Industrial Revolution 118 5.1.5 Food in the 20th Century: The Real Food Revolution 121 5.2 Present]Day Food Fashions and Trends: A Never]Ending Story 124 5.2.1 Food and Nutrition Trends: A Story of Perception, Deception, and Beliefs 125 5.3 New Food Sources: New Protein Sources 128 5.3.1 Insects: A New Food Source? 129 5.3.2 Increased Food Security through Exploiting New Protein Sources 130 5.3.3 A “Crazy” Idea for Other Food Sources: Beyond Proteins 131 5.4 Vegetarian Food and Its Potential Societal and Economic Impact 132 5.5 Urban Gardening and Urban Agriculture 134 5.5.1 The Urban Bee]Highways 136 5.6 Summary and Major Learning 137 References 138 6 The New Food Industry Business Model: From B2C to B2B, from Product Manufacture to Selling Know]How, and from Now to Then 141 6.1 The Old: Develop, Manufacture, and Sell (“Demase”) 141 6.1.1 The Fall of the Righteous 142 6.2 The New: The Customer Is King, the Consumer Is an Enabler, and from B2C to B2B 144 6.2.1 Slotting Allowance 145 6.2.2 Retailers Become the Most Important Partners for Food and Beverage Companies 146 6.2.3 How This Could Work: A Possible Path and Examples 147 6.3 From Selling Products to Selling Know]How 150 6.3.1 The Knowledge]Centric Company 152 6.3.2 Engaging, Interacting, and Selling: The New Etiquette 154 6.4 The Community of Consumers: It’s What They Want that Counts! 155 6.4.1 The Consumers Become Involved 158 6.5 Food]Related Trends and Hypes in Today’s Societies: An Outlook to the Future 161 6.6 Summary and Major Learning 163 References 165 7 The Internet of Just about Everything: Impact on Agriculture and Food Industry 167 7.1 Modern Cooking: Forward to the Past 167 7.1.1 The Role of Robotics and Connectivity 169 7.2 Everything Is Online and Everyone Is Online—All the Time 171 7.3 Food and Agriculture: The New Hardware and Software 174 7.3.1 Big Data Are Here to Stay 176 7.3.2 Agriculture and Space Science: The New Connection 176 7.3.3 Impact on the Food Industry and the Consumer in the Middle 178 7.4 An Attempt at Peaking Ahead: Will There Still Be an Agriculture or Food Industry? 179 7.4.1 Bigger Is Not Always Better 180 7.4.2 Elements that Will Stay and Others that Might Disappear 182 7.5 Summary and Major Learning 186 References 189 8 Nutrition: The Old Mantra … the New Un]Word 191 8.1 Nutrition: What’s All the Fuss about? 191 8.1.1 The Hottest New Food Trends 192 8.1.2 The Debate Continues: What’s Good and What’s Not Good for You? 195 8.1.3 And Here We Go Again: Fasting Can Do You an Awful Lot of Good 196 8.1.4 A Few Simple Tips When It Comes to Healthy and Happy Eating 197 8.2 A Bit of Nutrition History 198 8.2.1 Low and Reduced, Lower and “Reduced]Er”: Low or Reduced Fat 202 8.2.2 Low or Reduced Salt 203 8.2.3 Low or Reduced Sugar and No Sugar 204 8.2.4 Low Saturated Fats, Good Monounsaturated Fats, More Polyunsaturated Fats, and Lots of Ω3 Fats 206 8.3 Typical Nutrition Controversies 208 8.3.1 So Many Recommendations…Too Many? 208 8.3.2 More Controversies 210 8.4 Food and Claims, Food and Benefits 211 8.5 Summary and Major Learning 214 References 217 Part 3 The New Food World 219 9 A Food Company Transforms Itself 221 9.1 The Not]So]New Realities 221 9.1.1 Automation Is Here…For Quite Some Time Actually 223 9.1.2 The Novel Directions in Food and Agriculture are Governed by Regulatory Involvement 225 9.1.3 All]Natural Industrial Food Products: The Way Forward? 226 9.2 From Product to Know]How Seller: An Encore 227 9.2.1 Some Assumptions as to How This May Function 228 9.2.2 What are Possible Consequences for Food Ingredient Suppliers? 230 9.3 Anticipating the Inevitable: Possible Scenarios 234 9.3.1 Possible Future Models and Scenarios 238 9.3.2 The Return Of Medical Food? 239 9.4 Reality or Fiction? Reality and Fiction! 241 9.4.1 A New Manufacturing Reality 242 9.5 Summary and Major Learning 244 References 246 10 Food for the Future: A Future for Food 247 10.1 Proactive Agriculture 247 10.1.1 What If Agriculture Anticipated Real Food Requirements and Trends? 249 10.2 Democratized Agriculture 252 10.2.1 Agrihood 253 10.2.2 Permaculture 254 10.2.3 From Large to Small 259 10.2.4 The Growing Role of Urban Agriculture: Self]Centeredness or Community Driven? 261 10.3 Agriculture and Food Manufacture in Exotic Places 264 10.3.1 An Ice Cream Factory in Greenland? 265 10.3.2 A Chocolate Factory in Ghana? 266 10.4 A Future for Food 269 10.4.1 What about the Role of Restaurants? 269 10.4.2 Pet Food Is Food, Too 270 10.4.3 Will We Eat Food in Pill Format? 271 10.5 Summary and Major Learning 273 References 274 11 Summary and Outlook 277 11.1 Introduction 277 11.1.1 The Role of Agriculture in Today’s Food Industry 278 11.1.2 Food]Preservation Techniques 279 11.1.3 Agriculture Is the Main Raw Material Supplier to Be Transformed to Food 280 11.1.4 Nonfood Uses of Agricultural Raw Materials 280 11.1.5 Agriculture in a World of Rules and Regulations 280 11.1.6 Food Raw Materials and Process Became More Sophisticated and Complex 281 11.2 Water Management in Modern Agriculture 281 11.2.1 The “Water Reform” 282 11.2.2 Water Productivity 282 11.2.3 Water]Related Government Policies 283 11.2.4 Getting It Right: Policies and Price 283 11.2.5 Controlling Water Quality 284 11.3 Innovation in Plant Breeding: High]Quality Plant Raw Materials for the Food Industry 285 11.3.1 Agricultural Plant Output: The Essential Raw Material Source for the Food Industry 285 11.3.2 Demand Forecast Based on Food Requirements 285 11.3.3 Genetic Improvement of Cultivated Crops 285 11.3.4 The Major Crops versus “Orphan Crops” 286 11.4 The Agriculture of Animals: Valuable and Sustainable Sources for the Food Industry 286 11.4.1 Growing Population: Growing Amount of Livestock 287 11.4.2 Animal Health and Intensive Farming 287 11.4.3 Animal Breeding 287 11.4.4 Good Farm Management: Good Data Management 288 11.5 The Food Trends—the New Food—Enough Food? 288 11.5.1 Food and Beverage Fashions and Trends of the Past 289 11.5.2 The “Real” Food Revolution of the 20th Century 289 11.5.3 Present]Day Food and Nutrition Trends 290 11.5.4 New Food Sources: New Protein Sources 290 11.5.5 Vegetarian Food and Its Impact on Society 291 11.5.6 The Role of Urban Agriculture and Bees 291 11.6 New Business Models for the Food Industry 292 11.6.1 From “Consumer Is King” to “Customer Is King”: Retailers Become Real Partners 292 11.6.2 Good]Bye to Selling Products and Hello to Selling Know]How 293 11.6.3 Consumers Become Involved 294 11.7 The Internet of Just about Everything and What This Means for Agriculture and Food 295 11.7.1 Modern Cooking: A Brief Look to the Past 295 11.7.2 Robotics and Connectivity 296 11.7.3 Food and Agriculture: Big Data 296 11.7.4 Will There Still Be Agriculture and Food Industries? 297 11.7.5 What Will Remain, and What Will Disappear? 297 11.8 Nutrition: What Else? 299 11.8.1 Healthy and Happy Eating 299 11.8.2 A Short History of Nutrition 300 11.8.3 Nutrition Controversies 301 11.8.4 Claims and Benefits 302 11.9 The Company Transforms Itself 302 11.9.1 The Role of Automation: Threat or Blessing? 303 11.9.2 Regulatory Involvement in the Industry 303 11.9.3 The New Business Model 2.1 304 11.9.4 Scenarios of Relevance for Food and Agriculture 304 11.9.5 Medical Food: A Future? 305 11.9.6 Reality or Fiction? 306 11.10 Agriculture Listens, Finally? 306 11.10.1 Agriculture and Farming at the Fingertips of Everyone 307 11.10.2 Small Is Beautiful 308 11.10.3 Is Urban Agriculture a Sign of Self]Centeredness or Is It Community Driven? 308 11.10.4 Manufacturing Food Where It Makes Sense 309 11.10.5 What Role Do Restaurants Play? 309 11.10.6 The Role of Pet Food in the Food Industry 310 11.10.7 Food in the Format of Pills? Will Consuming Food Pills Be Part of Megatrends? 310 Index 313

Read more less

Book SynopsisPeople, processes, and technology. These are the three major drivers of business achievement. The best leaders inherently understand that great companies start with great people. This is as true now as it was during the beginning of the industrial revolution, and understanding and staying current on the latest organizational behavior research and best practices paves the way for managerial success. In this updated edition of Organizational Behavior, theory, new research and real-world case studies are combined in an engaging manner to blend together the critical concepts and skills needed to successfully manage others and build a strong organization across all levels of a company. Featuring an in-depth view of the process and practice of managing individuals, teams, and entire organizations, the text provides a solid foundation for students and future managers.Table of ContentsAbout the authors iii Preface vii Acknowledgments xv Opening Case Study: “The Right Thing to Do Is Start with the Crew” The Case of Trader Joe’s xxv Part 1 The Strategic Lens 1 A Strategic Approach to Organizational Behavior 1 Exploring Behavior in Action: Strategic Use of Human Capital: A Key Element of Success at P&G and The Container Store 1 The Strategic Importance of: Organizational Behavior 3 Basic Elements of Organizational Behavior 3 Importance of Using a Strategic Lens 4 Experiencing Organizational Behavior: Nick Johnson, Susan Williams, and Other Not-Ready-for- Primetime Managers 6 Foundations of a Strategic Approach to Organizational Behavior 7 Definition of an Organization 7 The Role of Human Capital in Creating Competitive Advantage 8 The Nature of Human Capital 8 The Concept of Competitive Advantage 9 Human Capital as a Source of Competitive Advantage 9 Overall Potential for Competitive Advantage 11 Managerial Advice: Leveraging Human Capital with Twitter, Workplace, and Other Social Networking Tools 12 Positive Organizational Behavior 13 High-Involvement Management 14 Key Characteristics of High-Involvement Management 14 Evidence for the Effectiveness of High-Involvement Management 17 Demands on Managers 17 Experiencing Organizational Behavior: Pixar: An Organization of Happy, Innovative People 19 Organization of the Book 20 What This Chapter Adds to Your Knowledge Portfolio 21 Back to the Knowledge Objectives 22 Key Terms 22 Human Resource Management Applications 22 Building Your Human Capital: Career Style Inventory 23 An Organizational Behavior Moment: All in a Day’s Work 26 Team Exercise: McDonald’s: A High-Involvement Organization? 27 Endnotes 28 2 Organizational Diversity 33 Exploring Behavior in Action: Diversity in Silicon Valley: An Example from Twitter 33 The Strategic Importance of: Organizational Diversity 34 Diversity Defined 36 Forces of Change 38 Changing Population Demographics 38 Increase in the Service Economy 40 The Global Economy 40 Requirements for Teamwork 40 Diversity Management and High-Involvement Organizations 41 Individual Outcomes 41 Group Outcomes 42 Organizational Outcomes 42 Societal and Moral Outcomes 43 Experiencing Organizational Behavior: Diversity at the Top 45 Roadblocks to Diversity 46 Prejudice and Discrimination 46 Stereotyping 47 Differences in Social Identity 50 Experiencing Organizational Behavior: Women, Work, and Stereotypes 52 Power Differentials 53 Poor Structural Integration 53 Communication Problems 55 Effectively Creating and Managing Diversity 55 Managerial Advice: Promoting a Positive Diversity Environment 57 The Strategic Lens 58 What This Chapter Adds to Your Knowledge Portfolio 59 Back to the Knowledge Objectives 59 Thinking about Ethics 60 Key Terms 60 Human Resource Management Applications 60 Building Your Human Capital: What’s Your DQ (Diversity Quotient)? 61 An Organizational Behavior Moment: Project ‘Blow Up’ 62 Team Exercise: What Is It Like to Be Different? 63 Endnotes 64 3 Organizational Behavior in a Global Context 69 Exploring Behavior in Action: McDonald’s Thinks Globally and Acts Locally 69 The Strategic Importance of: Organizational Behavior in a Global Context 71 Globalization and Institutions 71 Globalization 71 Managerial Advice: Multinational Corporations Achieving Globalization 73 Institutions 74 The Globalization Experience for Associates and Managers 75 Internationally Focused Jobs 76 Foreign Job Assignments 78 Experiencing Organizational Behavior: I Am a Triangle: The Difficulties of Repatriation Story 80 Foreign Nationals as Colleagues 82 Opportunities for International Participation 83 Multidomestic Firms 84 Global Firms 84 High-Involvement Management in the International Dimensions of National Culture 86 Experiencing Organizational Behavior: Managing Diverse Cultures 88 National Culture and High-Involvement Management 89 Information Sharing 89 Decision Power and Individual Autonomy 90 Decision Power and Self-Managing Teams 90 Ethics in the International Context 91 The Strategic Lens 94 What This Chapter Adds to Your Knowledge Portfolio 94 Back to the Knowledge Objectives 95 Thinking about Ethics 96 Key Terms 96 Human Resource Management Applications 96 Building Your Human Capital: Assessment of Openness for International Work 96 An Organizational Behavior Moment: Managing in a Foreign Land 98 Team Exercise: International Etiquette 98 Endnotes 99 Part 2 Individual Processes 4 Learning and Perception 105 Exploring Behavior in Action: The Strategic Importance of Learning and Perception 105 Fundamental Learning Principles 107 Operant Conditioning and Social Cognitive Theory 108 Contingencies of Reinforcement 108 Managerial Advice: Punishment: Creating a Climate of Fear 110 Schedules of Reinforcement 111 Social Learning and Cognition 113 Other Conditions for Learning 114 Training and Enhancing the Performance of Associates 115 OB Mod 116 Simulations 116 Learning from Failure 118 Experiencing Organizational Behavior: Why Training Doesn’t Always Work! 120 Perception 121 Perceptions of People 122 Self-Perception 126 Attributions of Causality 126 Experiencing Organizational Behavior: Great Bear Wilderness Crash 126 Internal–External Attribution 127 Attributions of Success and Failure 128 Task Perception 129 The Strategic Lens 129 What This Chapter Adds to Your Knowledge Portfolio 130 Back to the Knowledge Objectives 131 Thinking about Ethics 131 Key Terms 131 Human Resource Management Applications 131 Building Your Human Capital: Assessment of Approaches Used to Handle Difficult Learning Situations 132 An Organizational Behavior Moment: It’s Just a Matter of Timing 132 Team Exercise: Best Bet for Training 133 Endnotes 134 5 Personality, Intelligence, Attitudes, and Emotions 138 Exploring Behavior in Action: Personality Testing in the Hiring Process: I Know She’s Smart and Accomplished But Does She Have “Personality”? 138 The Strategic Importance of: Personality, Intelligence, Attitudes, and Emotions 140 Fundamentals of Personality 140 Determinants of Personality Development 141 The Big Five Personality Traits 142 The Big Five and High-Involvement Management 145 The Dark Triad 145 Experiencing Organizational Behavior: Narcissism in the CEO Suite and Oval Office 147 General Cognitive and Motivational Aspects of Personality 148 Some Cautionary and Concluding Remarks 151 Intelligence 151 Experiencing Organizational Behavior: Intelligence and Intelligence Testing in the National Football League 153 Attitudes 153 Attitude Formation 155 Two Important Attitudes in the Workplace 157 Managerial Advice: Job Satisfaction Remains Too Low! 158 Attitude Change 161 Emotions 163 Direct Effects of Emotions on Behavior 164 Emotional Labor 164 Emotional Intelligence 165 The Strategic Lens 167 What This Chapter Adds to Your Knowledge Portfolio 167 Back to the Knowledge Objectives 168 Thinking about Ethics 169 Key Terms 169 Human Resource Management Applications 169 Building Your Human Capital: Big Five Personality Assessment 169 An Organizational Behavior Moment: Whatever Is Necessary! 171 Team Exercise: Experiencing Emotional Labor 171 Endnotes 172 6 Work Motivation 179 Exploring Behavior in Action: Work Motivation at W.L. Gore & Associates 179 The Strategic Importance of: Work Motivation 181 What Is Motivation? 181 Content Theories of Motivation 182 Hierarchy of Needs Theory 182 Theory of Achievement, Affiliation, and Power 184 Two-Factor Theory 186 Managerial Advice: Managers over the Edge 187 Conclusions Regarding Content Theories 188 Process Theories of Motivation 189 Expectancy Theory 189 Equity Theory 191 Goal-Setting Theory 193 Experiencing Organizational Behavior: Making Visible Changes 196 Conclusions Regarding Process Theories 197 Motivating Associates: An Integration of Motivation Theories 198 Find Meaningful Individual Rewards 198 Tie Rewards to Performance 199 Experiencing Organizational Behavior: Tying Rewards to Performance at Microsoft 201 Redesign Jobs 202 Provide Feedback 203 Clarify Expectations and Goals 204 Putting Employee Motivation into Practice through Employee Engagement 204 What Organizations Are Doing to Promote Employee Engagement 205 The Strategic Lens 207 What This Chapter Adds to Your Knowledge Portfolio 208 Back to the Knowledge Objectives 209 Thinking about Ethics 209 Key Terms 209 Human Resource Management Applications 210 Building Your Human Capital: Assessing Your Needs 210 An Organizational Behavior Moment: The Motivation of a Rhodes scholar 211 Team Exercise: Workplace Needs and Gender 212 Endnotes 212 7 Stress and Well-Being 218 Exploring Behavior in Action: Stress Can Be Deadly 218 The Strategic Importance of: Workplace Stress 219 Workplace Stress Defined 220 Two Models of Workplace Stress 222 Demand–Control Model 222 Effort–Reward Imbalance Model 224 Organizational and Work-Related Stressors 225 Role Conflict 225 Managerial Advice: Restoring and Maintaining Work–Life Balance 226 Role Ambiguity 227 Work Overload 227 Occupation 228 Resource Inadequacy 228 Working Conditions 228 Management Style 228 Monitoring 229 Job Insecurity 229 Bullying and Incivility in the Workplace 229 Experiencing Organizational Behavior: Incivility on the Job: The Cost of Being Nasty 230 Individual Influences on Experiencing Stress 231 Type A versus Type B Personality 231 Self-Esteem 232 Hardiness 232 Gender 232 Individual and Organizational Consequences of Stress 233 Individual Consequences 233 Organizational Consequences 235 Managing Workplace Stress 235 Individual Stress Management 236 Organizational Stress Management 237 Experiencing Organizational Behavior: Incentives for Participating in Wellness Programs 238 The Strategic Lens 239 What This Chapter Adds to Your Knowledge Portfolio 240 Back to the Knowledge Objectives 240 Thinking about Ethics 241 Key Terms 241 Human Resource Management Applications 241 Building Your Human Capital: How Well Do You Handle Stress? 241 An Organizational Behavior Moment: Friend or Associate? 242 Team Exercise: Dealing with Stress 243 Endnotes 243 Part 3 Groups, Teams, and Social Processes 8 Leadership 250 Exploring Behavior in Action: Maria Yee and the Green Furniture Revolution 250 The Strategic Importance of: Leadership 252 The Nature of Leadership 252 Trait Theory of Leadership 253 Experiencing Organizational Behavior: The Merchant Prince 255 Behavioral Theories of Leadership 257 University of Michigan Studies 257 The Ohio State University Studies 258 Contingency Theories of Leadership 259 Fiedler’s Contingency Theory of Leadership Effectiveness 259 The Path–Goal Leadership Theory 262 Conclusions Regarding Contingency Theories 263 Transactional and Transformational Leadership 264 Managerial Advice: Ursula Burns, Chairwoman and CEO of Xerox 265 Experiencing Organizational Behavior: Effective Leadership. Authentic Leadership! 269 Additional Topics of Current Relevance 270 Leader–Member Exchange 270 Servant Leadership 271 Gender and Leadership 271 Global Differences in Leadership 273 The Strategic Lens 275 What This Chapter Adds to Your Knowledge Portfolio 275 Back to the Knowledge Objectives 276 Thinking about Ethics 277 Key Terms 277 Human Resource Management Applications 277 Building Your Human Capital: Are You a Transformational Leader? 277 An Organizational Behavior Moment: The Two Presidents 279 Team Exercise: Coping with People Problems 280 Endnotes 281 9 Communication 286 Exploring Behavior in Action: Misunderstandings and Dangerous Runway Incidents 286 The Strategic Importance of: Communication 288 The Communication Process 288 Interpersonal Communication 290 Formal versus Informal Communication 290 Communication Styles 291 Communication Media 292 Communication Technology 293 Nonverbal Communication 294 Managerial Advice: Surfing for Applicants 295 Organizational Communication 297 Communication Networks 297 Direction of Organizational Communication 299 Experiencing Organizational Behavior: Communication at J. Crew: Mickey Drexler 300 Barriers to Effective Communication 302 Individual Barriers 302 Experiencing Organizational Behavior: Adverse Events in the Hospital Operating Room 304 Organizational Barriers 305 Overcoming Communication Barriers 309 Encourage Proactive Individual Actions 309 Conduct Communication Audits 310 Improve Communication Climates 311 The Strategic Lens 311 What This Chapter Adds to Your Knowledge Portfolio 312 Back to the Knowledge Objectives 312 Thinking about Ethics 313 Key Terms 313 Human Resource Management Applications 313 Building Your Human Capital: Presentation Dos and Don’ts 314 An Organizational Behavior Moment: Going North 315 Team Exercise: Communication Barriers 316 Endnotes 316 10 Decision Making by Individuals and Groups 321 Exploring Behavior in Action: Decision Outcomes: Billy Beane and the Oakland Athletics Baseball Club 321 The Strategic Importance of: Decision Making 322 Fundamentals of Decision Making 323 Basic Steps in Decision Making 323 Optimal versus Satisfactory Decisions 325 Individual Decision Making 326 Experiencing Organizational Behavior: Complex Decisions at Unilever: Large, Diverse and Socially Responsible 326 Decision-Making Styles 327 Managerial Advice: Nurturing Alternative Decision Styles 330 Degree of Acceptable Risk 331 Cognitive Biases 332 Moods and Emotions 333 Group Decision Making 335 Group Decision-Making Pitfalls 335 Group Decision-Making Techniques 338 Who Should Decide? Individual versus Group Decision Making 341 Associate Involvement in Managerial Decisions 341 Experiencing Organizational Behavior: The Vroom– Yetton Model and Military Decisions during the U.S. Civil War 343 Value of Individual versus Group Decision Making 344 The Strategic Lens 347 What This Chapter Adds to Your Knowledge Portfolio 347 Back to the Knowledge Objectives 348 Thinking about Ethics 349 Key Terms 349 Human Resource Management Applications 349 Building Your Human Capital: Decision Style Assessment 349 An Organizational Behavior Moment: Decision Making at a Nuclear Power Facility 350 Team Exercise: Group Decision Making in Practice 352 Endnotes 352 11 Groups and Teams 358 Exploring Behavior in Action: Teamwork at Starbucks 358 The Strategic Importance of: Groups and Teams 359 The Nature of Groups and Teams 360 Groups and Teams Defined 360 Informal and Formal Groups 361 Identity Groups 361 Virtual Teams 362 Functional Teams 363 Self-Managing Teams 363 Team Effectiveness 364 Knowledge Criteria 364 Experiencing Organizational Behavior: Teams at McKinsey & Company 365 Affective Criteria 366 Outcome—Acceptability of Team Outputs 366 Outcome—Team Viability for the Future 366 Is the Team Needed? 366 Factors Affecting Team Effectiveness 367 Team Composition 367 Team Structure 369 Team Processes 372 Experiencing Organizational Behavior: Backup at Cirque Du Soleil 373 Team Development 377 Managing for Effective Teams 378 Top Management Support 378 Support Systems 379 Managerial Advice: The Pros and Cons of Experiential Teambuilding 381 The Strategic Lens 382 What This Chapter Adds to Your Knowledge Portfolio 383 Back to the Knowledge Objectives 383 Thinking about Ethics 384 Key Terms 384 Human Resource Management Applications 384 Building Your Human Capital: Do You Have a Team? 384 An Organizational Behavior Moment: The New Quota 385 Team Exercise: Virtual Versus Real Teams 386 Endnotes 386 12 Conflict, Negotiation, Power, and Politics 392 Exploring Behavior in Action: The Green Revolution 392 The Strategic Importance of: Conflict, Negotiation, Power, and Politics 394 The Nature of Conflict 394 Dysfunctional and Functional Conflict 395 Types of Conflict 396 Causes of Dysfunctional Conflict within Organizations 397 Structural Factors 397 Experiencing Organizational Behavior: Avoiding Dysfunctional Conflict at Chemonics and the Vancouver Aquarium 399 Communication 400 Leadership 400 Cognitive Factors 401 Individual Characteristics 401 History 403 Conflict Escalation and Outcomes 403 Conflict Escalation 403 Conflict Outcomes 404 Experiencing Organizational Behavior: Workplace Aggression 405 Responses to Conflict 406 Negotiation 407 Negotiation Strategies 408 The Formal Negotiation Process 408 Managerial Advice: A Costly Conflict Resolution: The Importance of Negotiation 410 Power 412 Bases of Individual Power 412 An Example of Power 413 Strategic Contingencies Model of Power 415 Organizational Politics 416 The Strategic Lens 418 What This Chapter Adds to Your Knowledge Portfolio 418 Back to the Knowledge Objectives 419 Thinking about Ethics 419 Key Terms 419 Human Resource Management Applications 420 Building Your Human Capital: Are You Ready to Manage with Power? 420 An Organizational Behavior Moment: The Making of The Brooklyn Bluebirds 420 Team Exercise: Managing Conflict 421 Endnotes 422 Part 4 The Organizational Context 13 Organizational Structure and Culture 427 Exploring Behavior in Action: Growth and Structure Provide an Integrated Portfolio of Services at FedEx 427 The Strategic Importance of: Organizational Structure and Culture 429 Fundamental Elements of Organizational Structure 430 Structural Characteristics 430 Structuring Characteristics 433 The Modern Organization 433 Factors Affecting Organizational Structure 434 The Role of Strategy 435 Experiencing Organizational Behavior: The IDEO Way: Adapting through Innovative Design 437 The Role of Environment 438 The Role of Technology 441 The Role of Organizational Size 443 Summary Comments on Structure 444 Experiencing Organizational Behavior: Google Culture and High-Quality Associates Produce Innovation 444 Organizational Culture 445 Competing Values Model of Culture 447 Cultural Socialization 448 Cultural Audits 450 Subcultures 450 Managerial Advice: A Costly Culture 451 Person–Organization Fit 452 The Strategic Lens 454 What This Chapter Adds to Your Knowledge Portfolio 455 Back to the Knowledge Objectives 456 Thinking about Ethics 456 Key Terms 457 Human Resource Management Applications 457 Building Your Human Capital: An Assessment of Creativity 457 An Organizational Behavior Moment: How Effective Is Hillwood Medical Center? 459 Team Exercise: Words-in-Sentences Company 460 Endnotes 461 14 Organizational Change and Development 467 Exploring Behavior in Action: Onward and Upward at Starbucks 467 The Strategic Importance of: Organizational Change and Development 468 Pressures for Organizational Change 469 Internal Pressures for Change 470 External Pressures for Change 472 Managerial Advice: Social Pressures for “Green” Policies and Practices: The War against Carbon Emissions 475 Planned Change 477 Process of Planned Change 477 Experiencing Organizational Behavior: The Rapid Growth and Development of Chobani 479 Managerial Change Capabilities 480 Important Tactical Choices 481 Experiencing Organizational Behavior: Making Changes When Things Are Going Well: Instagram Versus Snapchat 484 Organization Development 485 The Basic OD Model 486 Organization Development Interventions 487 Organizational Learning 491 Organization Development across Cultures 491 The Strategic Lens 491 What This Chapter Adds to Your Knowledge Portfolio 492 Back to the Knowledge Objectives 493 Thinking about Ethics 493 Key Terms 494 Human Resource Management Applications 494 Building Your Human Capital: An Assessment of Low Tolerance for Change 494 An Organizational Behavior Moment: Organization Development at KBTZ 495 Team Exercise: Identifying Change Pressures and Their Effects 497 Endnotes 497 Concluding Case Study: Transforming The Texas Plant 503 Part Ending Case Study I - Cooperating and Communicating across Cultures (online at www.wiley.com/college/hitt) Part Ending Case Study II - Brussels and Bradshaw (Online at www.wiley.com/college/hitt) Part Ending Case Study III - Bright and Dedicated: What More Do You Want? (online at www.wiley.com /college/hitt) Part Ending Case Study IV - Anna Frisch At Aesch AG: Initiating Lateral Change (online at www.wiley.com /college/hitt) Glossary 509 Organization index 517 Name index 519 Subject index 533

Read more less

Book SynopsisBacked by over 20 years of original research, The Leadership Challenge Workshop is a unique and intense discovery process created by best-selling authors Jim Kouzes and Barry Posner. The Workshop demystifies the concept of leadership and approaches it as a learnable set of behaviors. In other words, forget about job titles, forget about position or rank or work experience. Leadership is about what you do. In this non-manager version of the Participant Workbook, Kouzes and Posner introduce individual contributors to The Five Practices of Exemplary Leadership. The one-day program is about how the leadership is not the private reserve of a few charismatic men and women. It is a process ordinary people use when they are bringing forth the best from themselves and others. The authors'' goal is to liberate the leader in everyone with this inspiring, results-oriented Workshop.Table of ContentsPreface v Orienteering 1 Practice 1. Model the Way 23 Practice 2. Inspire a Shared Vision 37 Practice 3. Challenge the Process 51 Practice 4. Enable Others to Act 61 Practice 5. Encourage the Heart 71 Committing 85 Appendix 91 Suggestions for Becoming a Better Leader 92 The Journey Continues: Ten Ways to Keep Your Leadership Development Alive 95 About the Authors 99

Read more less

Book SynopsisBacked by over 25 years of original research, The Leadership Challenge Workshop is an intense discovery process created by best-selling authors, Jim Kouzes and Barry Posner. The Workshop demystifies the concepts of leadership and leadership development and approaches it as a measurable, learnable, and teachable set of behaviors, establishing a unique underlying philosophyleadership is everyone''s business. This Participant Workbook provides everything needed for high-impact workshops for participants.Table of ContentsWelcome v Orienteering 1 Model the Way 37 Inspire a Shared Vision 69 Challenge the Process 93 Enable Others to Act 119 Encourage the Heart 145 Committing 165 Appendix 179 About the Authors 193

Read more less

Book SynopsisThe Oliver Wight Class A Standard for Business Excellenceis the definitive, comprehensive statement of excellence in business today. Oliver Wight's Class AStandardis the accumulated practice and experience of Oliver Wight Consultants around the world. It reflects the effort and achievement of thousands of client companies who have usedthestandard,and the benchmark capability it enables,to differentiate their business. The Seventh Edition will be the standard of business excellence for all businesses. The standard will take the readerthrough an understanding of business maturity and how to drive increase maturity with correspondingsustainablebusiness benefit.Usingthe Oliver WightProvenPath, a journey of Milestones focused on strategic prioritiesthat drive you through a series of defined Maturity Transitions, people, behavior and processes all become more aligned and focused. Updated content will include new information on collaboration, segmentation, value chain, analytTable of ContentsPreface ix Introduction xi Foundation xvii 1. Managing the Strategic Planning Process 1 2. Managing and Leading People 17 3. Driving Business Improvement 31 4. Integrated Business Planning 47 5. Managing the Products and Services Portfolio 63 6. Managing Market Demand 81 7. Managing the Supply Chain 95 8. Managing Internal Supply 113 9. Managing External Sourcing 129 Oliver Wight Biography 145

Read more less

Book SynopsisThis book provides a strategic framework for cost efficient engineering of market moving patent portfolios by organizing patent engineering efforts around the problems that innovators solve for their customers and not the technologies developed to solve these problems. Patents are a vital asset in the modern business world. They allow patent holders to introduce new products in to a market while deterring other market players from simply copying innovative features without making comparable investments in research and development. In years past, a few patents may have provided adequate protection. That is no longer the case. In today''s world, it is critical that innovative companies protect the features of their products that give them a competitive advantage with a family or portfolio of patents that are strategically generated to protect the market position of the patent holder. A patent portfolio that deters competitors from introducing competitive products in a tiTable of Contents1 Background for Developing and Implementing a Patent Strategy 1 2 The Structure of a Patent 17 3 The Path to Obtaining Patents 37 4 Identifying Patentable Inventions 47 5 Identifying What Has Yet to Be Invented 63 6 Prioritizing the Inventions 77 7 Prioritizing Your Patent Applications 91 8 Proposing and Writing Claims 107 9 Conducting Prior Art Searches 131 10 The Mindsets of Innovators and Attorneys and other Cautionary Notes 145 11 Reviewing Your Proposed Patent Applications 157 12 Writing Your Patent Applications 169 13 The Next Step: Prosecution of Your Patent Application 199 14 What Next? 221 15 Final Thoughts 245 Appendix 1 Electrophotography: Building a Patent Portfolio in a Mature but Evolving Field 255

Read more less

Book SynopsisVenture capital demystified, for both investors and entrepreneurs Building Wealth Through Venture Capital is a practical how-to guide for both sides of the tableinvestors and the entrepreneurs they fund. This expert author duo combines renowned venture capital experience along with the perspective of a traditional corporate executive and investor sold on this asset class more recently to flesh out wealth-building opportunities for both investors and entrepreneurs. Very simply, this book will guide investors in learning how to succeed at making money in venture capital investment, and it will help entrepreneurs increase their odds of success at attracting venture capital funds and then employing those funds toward a lucrative conclusion. The authors explain why venture capital will remain the asset class best-positioned to capitalize on technological innovation in the coming years. They go on to demystify the market for those seeking guidance on reaping its rich retTable of ContentsPreface vii Introduction Part I Understanding the Major Players 1 Chapter 1 The Venture Capitalist: Funder of Dreams 3 Chapter 2 The Entrepreneur: His Mind and His “Cultivation” 7 Part II For the Investor: A Guide to Realizing Big Returns 23 Chapter 3 Why Should You Invest in Venture Capital? 25 Chapter 4 How to Find the Right Venture Capital Firm 35 Chapter 5 Venture Capital Investment versus “Buffett’s Real Rules” of Investment 51 Chapter 6 Avoid the Seduction of Unicorns: Get in Early 63 Chapter 7 Finding the Highest Quality Investments at the Right Price 73 Part III for the Entrepreneur: a Guide to the Money Search and All That Follows 87 Chapter 8 The Mating Dance: Prospecting for a Venture Capital Investor 89 Chapter 9 The Final Exam: Due Diligence 101 Chapter 10 Finding Your Deal-Doing Lawyer 115 Chapter 11 Financing Has Arrived and “You’re Married” Now What? 123 Chapter 12 The Last Dance: A Successful Exit 133 Chapter 13 Interview with a Successful Entrepreneur 149 Part IV Looking Ahead: What’s to Come 169 Chapter 14 The Foreseeable Future 171 Acknowledgments 187 About the Authors 189 Index 191

Read more less

Book SynopsisPractical advice for your personal journey, from a self-made billionaire Business-Do is your personal handbook for achieving happiness by systematically turning your dreams into reality. Success looks different to everyone, but author Hiroshi Mikitani exemplifies its essential, universal qualities: as the founder and CEO of Rakuten, Mikitani is a self-made entrepreneur who became Japan''s leader in the new global economya journey that made him a billionaire. In this book, he shows you how to achieve your own version of success in work and in life. Paying homage to Japan''s ethos of quality and discipline, this book shares 89 principles Mikitani has gathered over the course of his remarkable career. These thought-provoking, action-oriented rules show you everything from how useful your dreams are, to the best way to harness the internet, to what management techniques work to the importance of self-improvement. The result: your own powerful, personal playbook straight frTable of ContentsIntroduction xiii Chapter 0 Clean Your Space 1 Chapter 1 The 10 Core Principles 5 01 All concepts are relative 6 02 Believe in the power of the moonshot 7 03 Learn the difference between a group and a team 9 04 Think about your mindset, skills, and knowledge 11 05 Question yourself 14 06 A brand is a flag 16 07 The internet transformation continues 18 08 The internet will curate the world’s knowledge and data, but the human touch will still be key 20 09 Taking action leads to deeper thinking 22 10 Continuously improve by a fraction. It’s the key to what others call “good luck” 25 Chapter 2 Personal Development 29 11 Push yourself like a professional (athlete) does 29 12 Play catch between your left and right brain 31 13 Plan forward from birth or backward from death 33 14 Create an objective personality when you’re in the hot seat 35 15 Never stop learning. Ever 37 16 Build self-confidence through small successes 39 17 Always be curious and ambitious 40 18 Find a partner to play intellectual “catch” with 42 19 Set clear goals for your actions 44 20 Remember that great information can come from surprising places 46 21 Don’t rationalize your behavior as others do 48 22 Interrogate your intuition with hard numbers 49 23 Aim to understand the framework 51 24 Create solutions that break down barriers and reveal new challenges 53 25 Identify your weaknesses. Fix them or find workarounds 55 26 Never let your mental energy levels drop 57 Chapter 3 The Value of Relationships 59 27 Offer value-added services. Anything less is meaningless 60 28 Put yourself in their shoes 61 29 See the essence of things 63 30 Size up risk by quantifying it 65 31 Seek out best practices all around you 67 32 Listen especially closely to people you disagree with 69 33 Value the balance between cooperation and competition 72 34 Teaching others will help you grow 73 35 Develop win-win relationships 75 36 Start with good footwork 77 37 Report, contact, and consult 79 38 Analyze the situation from all angles 81 39 Know who and what works, even in tight spots 83 40 Be courageous 85 Chapter 4 Get Your Organization Moving 87 41 Numbers give clarity, so set KPIs 87 42 Pay close attention to resource allocation 89 43 Lead by teaching 91 44 Leverage the organization to move faster 93 45 Harness the power of competition 95 46 Share the sense of accomplishment 97 47 Find the bottlenecks 99 48 Create your own turning point 101 49 Meet and revive in the morning 102 50 Think like a manager 103 51 Create and share a template for success 105 52 Earn trust within your company 106 53 Establish symbolic rituals 107 54 Successful organizations combine pressure and excitement 109 55 Know that there are two types of speed: velocity and agility 110 56 Divide into small groups to improve transparency 112 Chapter 5 Win Every Battle 115 57 Analyze and execute with an eye on the future 115 58 Hypothesize, then create shikumi 118 59 Get things done 119 60 Examine the facts from every angle 121 61 Keep your eyes on what’s at your feet and what lies ahead 122 62 Factorize 124 63 Lean operations generate innovation and growth 126 64 Think about both vertical and horizontal competition 128 65 The Mikitani Curve: Quality depends on a 0.5 percent difference in effort 130 66 Identify what is core and what is missioncritical 132 67 Deciding not to do something can be the most important thing to do 134 68 Companies are sumo rings. They need wrestlers 135 69 Master the timeline 136 70 The devil is in the details 138 71 Success is born of failure. Never hesitate to improve 139 72 Find trends in the numbers 140 73 Think about value chains 142 74 To win, close the gaps and add originality 144 75 No business is special 145 76 Boost profits by using assets in multiple ways 146 77 Strategy, execution, and operation 148 78 No single path leads to success 150 79 Generate the largest cost advantage to win 151 80 Create shikumi that will keep generating value 153 Chapter 6 Nurture a Global Mindset 155 81 The essence of e-commerce is communication 155 82 Seek information beyond your borders 157 83 Your network is your best news source; media come second 159 84 The internet will eliminate national borders. Think global 161 85 Learn from the world’s best practices 162 86 Thinking globally will make you stronger locally 163 87 Thoroughly and humbly analyze past successes 165 88 It’s never too late 166 Acknowledgments 169 Index 171

Read more less

Book SynopsisTrade Review“…steers away from the usual leadership jargon, instead focusing on no nonsense advice.” (Nursing Times, April 2018)Table of ContentsOther Books by Dave Anderson vii Acknowledgments ix Let Us Hear from You xiii Introduction xv Chapter One The Undertaker 1 Chapter Two The Caretaker 7 Chapter Three The Playmaker 21 Chapter Four The Game Changer 37 Chapter Five It’s About Decisions, Not Conditions 55 Chapter Six The Wonder of WHY 73 Chapter Seven Live Your Life in the Zone 89 Chapter Eight Go A.P.E.! 105 Chapter Nine The Key to Mental Toughness 121 Chapter Ten Create Your Unstoppable Philosophy 139 Chapter Eleven Develop a Daily Mindset Discipline 155 Chapter Twelve The Unfathomable Power of Example 171 Epilogue 185 Appendix: The Winslow Profiles for Identifying and Developing Potential Game Changers 189 References 193 Index 199 Bring Dave to Your Team 217

Read more less