Business strategy Books

Book SynopsisRichard Whittington MA, MBA, Ph.D. is a Professor of Strategic Management at the Saïd Business School and Millman Fellow at New College, University of Oxford. He is the author of eleven books, including Opening Strategy: Professional Strategists and Practice Change, 1960 to Today (2019), and has previously been Associate Editor of the Strategic Management Journal. Richard has had full or visiting positions at the Harvard Business School, HEC Paris, Imperial College London, the University of Toulouse, and the University of Warwick. He is active in executive education and consulting internationally. Duncan Angwin, MA, MPhil, MBA, Ph.D. is Professor in Strategic Management at University College London and Honorary Professor at University of Nottingham. He has authored twelve books, and over fifty refereed articles in journals such as Academy of Management Learning & Education, Administrative Science Quarterly (ASQTable of ContentsBrief Contents Illustrations and Thinking Differently List of figures List of tables Preface Exploring Strategy features Exploring Strategy Online Digital Courseware Chapter 1 Introducing strategy Chapter 2 Working with strategy Part I The strategic position Introduction to Part I Chapter 3 Macro-environment analysis Chapter 4 Industry and sector analysis Chapter 5 Resources and capabilities analysis Chapter 6 Purpose and stakeholders Chapter 7 Culture and strategy Commentary on Part I The strategy lenses Part II Strategic choices Introduction to Part II Chapter 8 Business strategy and models Chapter 9 Corporate strategy Chapter 10 International strategy Chapter 11 Entrepreneurship and innovation Chapter 12 Mergers, acquisitions and alliances Commentary on Part II Strategic choices Part III Strategy in action Introduction to Part III Chapter 13 Evaluating strategies Chapter 14 Strategy development processes Chapter 15 Implementing strategy Chapter 16 Leadership and strategic change Chapter 17 The practice of strategy Commentary on Part III Strategy in action Case Studies Glossary Name index General index Acknowledgements

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Book SynopsisDisruption resulting from the proliferation of AI is coming. The authors of the bestselling Prediction Machines can help you prepare.Artificial intelligence (AI) has impacted many industries around the world—banking and finance, pharmaceuticals, automotive, medical technology, manufacturing, and retail. But it has only just begun its odyssey toward cheaper, better, and faster predictions that drive strategic business decisions. When prediction is taken to the max, industries transform, and with such transformation comes disruption.What is at the root of this? In their bestselling first book, Prediction Machines, eminent economists Ajay Agrawal, Joshua Gans, and Avi Goldfarb explained the simple yet game-changing economics of AI. Now, in Power and Prediction, they go deeper, examining the most basic unit of analysis: the decision. The authors explain that the two key decision-making ingredients are prediction and judgment, and we perform both together in our minds, often without realizing it. The rise of AI is shifting prediction from humans to machines, relieving people from this cognitive load while increasing the speed and accuracy of decisions.This sets the stage for a flourishing of new decisions and has profound implications for system-level innovation. Redesigning systems of interdependent decisions takes time—many industries are in the quiet before the storm—but when these new systems emerge, they can be disruptive on a global scale. Decision-making confers power. In industry, power confers profits; in society, power confers control. This process will have winners and losers, and the authors show how businesses can leverage opportunities, as well as protect their positions.Filled with illuminating insights, rich examples, and practical advice, Power and Prediction is the must-read guide for any business leader or policymaker on how to make the coming AI disruptions work for you rather than against you.Trade Review"Highly accessible, cleverly written [with] great ideas for practically implementing AI across a system." — Dialogue"A must for anyone with an interest in how the world may look in future." — Institute of Leadership and Management Edge magazineNamed one of the 10 Best Business Books of 2022 by ForbesA Toronto Star Bestseller"This jauntily written and thought-provoking book sketches out how this new economic revolution might unfold." — Financial Times"…a timely and insightful follow up to Prediction Machines." — Engineering and Technology Magazine, The Institution of Engineering and Technology"It's an interesting argument, and the book that Gans and his co-authors have published makes a strong case for developing system-level AI applications in organizations and institutions…" — ForbesAdvance Praise for Power and Prediction:"This is a book that leaders of all types of organizations should read. It explains the enormous size of the AI opportunity and the challenges in getting there." — Dominic Barton, Chair, Rio Tinto; former Global Managing Partner, McKinsey & Company"AI may be to the twenty-first century what electricity was to the twentieth. This is the best book yet that considers what it will mean for all who participate in our economy." — Lawrence H. Summers, Charles W. Eliot University Professor and former president, Harvard University; former secretary, US Treasury; and former chief economist, World Bank"AI will surely displace jobs and disrupt industries in the decades to come. The system-level changes that are on the horizon are excitingly discussed in this book." — Vinod Khosla, founder, Khosla Ventures; cofounder, Sun Microsystems"Power and Prediction is a hugely thought-provoking and inspiring primer on how to shape strategy and design organizations in the age of AI." — Heather Reisman, founder and CEO, Indigo Books and Music"We're told AI will be the most important thing humanity ever works on, yet it feels abstract and niche in its current impact on the world. This book is a must-read for anyone who wants to peek around the corner into AI's future." — Shivon Zilis, Director of Operations and Special Projects, Neuralink; former project director, Tesla"Nobody provides more insight into the fundamental economics of AI and what AI truly enables than Agrawal, Gans, and Goldfarb." — Tiff Macklem, governor, Bank of Canada"Agrawal, Gans, and Goldfarb have done it again! Their new book, Power and Prediction, is destined to become the definitive guide to understanding how and why AI is transforming the economy." — Erik Brynjolfsson, Jerry Yang and Akiko Yamazaki Professor, Stanford University; Director, Stanford Digital Economy Lab; coauthor, The Second Machine Age"Whether we like it or not, artificial intelligence is set to influence every aspect of our lives. How can we make sure that individuals, companies, and organizations benefit from it rather than waste time and resources dealing with unintended consequences? This readable book provides an excellent introduction, emphasizing how AI can improve what we do by providing better predictions and helping reorganize systems." — Daron Acemoglu, Elizabeth and James Killian Professor of Economics, MIT; author, When Nations Fail"Power and Prediction is an important book not only for economists who model the impact of artificial intelligence and entrepreneurs who want to maximize its benefits but also for social scientists and public policy analysts. The authors put prediction problems squarely within the systems and the rules in which they operate to help us understand what will work and why. Along the way, they shine a new light on the importance of systems and rules. A must read for everyone in the public as well as the private sector." — Janice Gross Stein, Professor of Political Science, Munk School, University of Toronto

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Book SynopsisHow to use Strategic Learning to rapidly respond to change and gain a sustainable advantage over your competitorsWhat's even harder than creating a breakthrough strategy? Making it stick.Table of ContentsAcknowledgments xi Introduction xiii The New Competitive Context xiv Winning in the New Environment xvi Reinventing Strategy with Strategic Learning xvi Why This Book? xviii Getting to Excelling xix Part I What Every Organization Needs to Know About Strategy 1 Chapter 1 The Real Job of Strategy 3 What Is Strategy? 5 What Key Questions Must Strategy Answer for Us? 6 Choice-Making in Action 8 Strategy and Planning Are Different 12 Closing the Doing/Excelling Gap 14 Chapter 2 Defining Competitive Advantage: How Much More Value Do You Deliver Than Your Competitors? 15 Mind the Gap 16 Stretching the Elastic Band 18 GM’s Race to the Bottom 21 Value Leadership through a Winning Proposition 24 What’s Your Winning Proposition? 26 The Moment of Truth 27 Part II Applying Strategic Learning to Create An Adaptive Enterprise 31 Chapter 3 Strategic Learning: Four Key Steps, One Cycle 33 Do You Have a Robust Method? 34 What Were We Thinking? 35 The Theory of Natural Selection 37 Complexity Theory 39 Learning Organizations 39 Strategy’s New Mission 40 The Five Killer Competencies 40 The Strategic Learning Cycle 41 What We’ve Learned from Deming 42 Building Capability through Deliberate Practice 43 Chapter 4 Learn: Using a Situation Analysis to Generate Superior Insights about Your External Environment and Your Own Realities 47 The ‘‘Sense and Respond’’ Imperative 48 Learning through the Situation Analysis 49 Analyzing Customer Needs 51 Who Are Our Stakeholders and Why Do They Matter? 59 Analyzing Competitors 63 Interpreting Industry Dynamics 66 Taking a Broader View 68 Facing Your Own Realities 69 Pulling Together the Situation Analysis 73 Winning the Battle for Insights 75 Doing a Great Situation Analysis: The Rules of Success 78 Chapter 5 Focus: Clarifying Your Winning Proposition and Identifying Your Key Priorities 81 Making Your Strategic Choices 81 The Parmenides Fallacy 83 Value Proposition versus Winning Proposition 87 Where Does Your Vision Fit In? 90 Delivering Superior Profits 90 The Three Bottom Lines 93 Your Key Priorities 95 How the Girl Scouts Did It 99 Deciding What Not to Do 103 Chapter 6 Align: Mobilizing Your Entire Organization behind Your Strategy 109 Leading a Journey 110 The Golden Rules of Successful Execution 112 Closing the Gaps 113 The Business Ecosystem 119 Changing an Organization’s Culture 125 Avoiding the Values Trap 131 Chapter 7 Overcoming Resistance to Change and Driving Momentum 135 Dealing with the Sources of Resistance 137 The Lessons of the Sigmoid Curve 138 The Curse of Success 139 Launching the Second Curve 142 Maximize Participation 146 Generate Short-Term Wins 149 Deal Directly with Resisters 150 Set a Shining Example 154 Chapter 8 Translating Your Strategy into a Compelling Leadership Message 157 What Is Leadership? 160 Building a Cathedral 161 Commander’s Intent 162 Who Are the Leaders? 163 Developing Your Leadership Message 165 The Power of Storytelling 167 The Need for Repetition 169 Chapter 9 Execute: Implementing and Experimenting in the Strategic Learning Cycle 171 Learning through Experimentation 172 Learning from Others 174 Learning from Mistakes 175 Experiential Learning: The After-Action Review 176 Strategic Learning 365 Days a Year 179 Part III Integrating Strategy and Leadership 181 Chapter 10 Leading through a Crisis 183 Dealing Successfully with the Unexpected 184 Learning Your Way Out of a Crisis 186 Building Readiness 188 Seizing Opportunities during a Crisis 190 The Human Dimension 191 Chapter 11 Becoming an Integrated Leader 195 The Three Domains of Leadership 196 Articulating Your Leadership Credo 199 The Quest for Self-Knowledge 201 The Lifeline Exercise 202 Applying Strategic Learning to Yourself 206 Conclusion The 5 Cs: Choices, Clarity, Change, Courage, and Compassion 211 The Five Cs 213 Appendix 217 Notes 219 Index 225

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Book SynopsisThe #1 New York Times bestseller that has all America talking—with a new afterword on expanding your range—as seen on CNN's Fareed Zakaria GPS, Morning Joe, CBS This Morning, and more. “The most important business—and parenting—book of the year.” —Forbes “Urgent and important. . . an essential read for bosses, parents, coaches, and anyone who cares about improving performance.” —Daniel H. Pink  Shortlisted for the Financial Times/McKinsey Business Book of the Year AwardPlenty of experts argue that anyone who wants to develop a skill, play an instrument, or lead their field should start early, focus intensely, and rack up as many hours of deliberate practice as possible. If you dabble or delay, you’ll never catch up to the people who got a head start. But a closer look at research on the world’s top performers, from professional

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Book SynopsisThe go-to guide for small-business owners and entrepreneurs to discover exactly what consumers want to buy and how to get it to them.As a small-business owner, entrepreneur, or marketer, are you absolutely certain that you know what your customer wants? And even if you know what your customer wants, are you sure that you are able to clearly communicate that you offer the exact thing that they are seeking?In this best-selling book, Ryan Levesque lays out his proven, repeatable, yet slightly counterintuitive, methodology for understanding the core wants and motivations of your customer. Levesque's Ask Method provides a way to discover what customers want to buy by guiding them through a series of questions and customizing a solution from them so they are more likely to purchase from you. And all through a completely automated process that does not require one-on-one conversations with every single customer.The Ask method has generated over $100 million in online sa

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Book SynopsisGrow the Core stands conventional wisdom about business growth on its head and provides a proven formula for growing your business in recessionary times. These days, it s a common belief among business leaders across industry sectors that the best way to grow their businesses is to expand into new markets.Trade ReviewIncludes useful tips, including how to strengthen a core brand with a limited communication budget. (Supply Business, January 2013) For a marketer, retail buyer, entrepreneur or interested consumer, this is a great book looking at whether businesses should stick to what they know of their original or most profitable brand or whether businesses should expand into other broader areas. (Supply Management, February 2013) The marketing division of any well-established company should study this book- you never know when the mighty might fall. (Professional Manager, May 2013)Table of ContentsThanks xi Introduction xiii Part I: Why Grow the Core? 1 1. Defining the core 3 What is the core? 3 Anchoring the core 7 Key takeouts 9 Checklist 9 2. Stretching the brand, forgetting the core 11 Getting it right… brand stretch can work – Apple 11 Getting it wrong… brand ego tripping – Virgin 13 Snow White and the 17 dwarves 20 Neglecting the core – Bausch & Lomb 24 Key takeouts 25 Checklist 26 3. The case for the core 27 Two ways to make a million – Heinz soup 27 The case for the core 30 A new marketing mind-set – Scooty 30 The challenges of growing the core 32 Key takeouts 36 Checklist 36 Part II: Grow the Core Principles 37 4. The core growth drivers 39 Core growth driver 1: Penetration 39 Driving penetration with distinctiveness 44 Fresh consistency – James Bond 48 Driving penetration with distribution 57 Core growth driver 2: Premiumisation 58 The Grow the Core workouts 59 The best brand in the world – Nespresso? 61 Key takeouts 65 Checklist 66 5. Renovation or re-invention? 67 Renovate the core – Walkers 69 Re-position the core – Lucozade 72 Re-define the core – Bertolli 76 Re-invent the core – Kodak and TomTom 77 Key takeouts 82 Checklist 83 Part III: Grow the Core Workouts 85 6. Workout 1: Bake the brand into your product 87 Bake in your brand – The Geek Squad 89 Using product to grow your core 1: Amplify a product truth – Morrisons and Castle Lite 92 Using product to grow your core 2: More of what you want – McDonald’s 97 Using product to grow your core 3: Less of what you don’t want – Walkers 99 Key takeouts 100 Checklist 100 7. Workout 2: Create a distinctive identity 103 Identity crisis 105 Being the 1 in 1000 106 Balancing freshness and consistency – Tropicana 108 Updating your identity – Nivea 110 Creating your identity – Charlie Bigham’s 111 Suggesting a benefit – Waitrose Essentials 113 Re-positioning – Green & Black’s 115 Adding value – Molton Brown 115 Packvertising – innocent 116 Family ties – Nescaf´e and Red Bull 118 Amplifying brand properties – Felix 121 Five-minute focus groups 122 Key takeouts 124 Checklist 124 8. Workout 3: Communicate with cut-through 127 Communication breakdown 129 Fresh consistency 132 Think like a TV producer 137 Creating a campaign – Sainsbury’s 138 Refreshing what made you famous – Hovis 140 What about social media? 144 Key takeouts 161 Checklist 162 9. Workout 4: Go beyond promotion to activation 163 Grab and go – innocent’s Big Knit 166 Creating an activation property – Carling ‘Be the Coach’ 168 Amplifying the property – Nike 172 Key takeouts 175 Checklist 176 10. Workouts 5 and 6: Drive your distribution 177 Workout 5: Existing channels 180 Workout 6: New channels 182 Key takeouts 188 Checklist 189 11. Workouts 7 and 8: Extend the core 191 Delivering a double whammy 193 Workout 7: Pack extension – WD-40 196 Workout 8: Product extension – Ryvita 199 Key takeouts 202 Checklist 202 Part IV: The Grow the Core Workplan 203 12. Grow the core – getting started 205 Stage 1: Insight 207 Stage 2: Ideas 214 Stage 3: Exploration 214 Stage 4: Action 215 Key takeouts 220 Checklist 221 References 223 Also by 227 Index 229

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Book SynopsisContentsList Of Charts And Tables ForewordEditor '' ''s NoteIntroduction PART I: INVESTMENT PHILOSOPHY1. Capital Cycle Revolution1.1 Evolution Of Cooperation (February 2004)1.2 Cod Philosophy (August 2004)1.3 This Time '' ''s No Different (May 2006)1.4 Supercycle Woes (May 2011)1.5 No Small Beer (February 2010)1.6 Oil Peak (February 2012)1.7 Major Concerns (March 2014)1.8 A Capital Cycle Revolution (March 2014)1.9 Growth Paradox (September 2014)2. Value In Growth2.1 Warning Labels (September 2002)2.2 Long Game (March 2003)2.3 Double Agents (June 2004)2.4 Digital Moats (August 2007)2.5 Quality Time (August 2011)2.6 Escaping The Semis '' '' Cycle (February 2013)2.7 Research Enabler (March 2013)2.8 Value In Growth (August 2013)2.9 Quality Control (May 2014)2.10 Under The Radar (February 2015)3. Management Matters3.1 Food For Thought (September 2003)3.2 Meet The ManTrade Review“Capital Returns brings together industrial economics, Michael Porter’s competitive analysis and behavioral finance, into a powerful long-term investment approach that Marathon Asset Management calls ‘capital cycle’ analysis. … This is one of the best investing books I’ve read. Highly recommended!” (Strictly Value, strictlyvalue.wordpress.com, January, 2016)“First, it covers an important and underappreciated subject, the capital cycle. Second, it contains a superb introduction by one of the great financial writers of our era, Edward Chancellor. … Capital Returns explores an oft-neglected mechanism in the capital markets. It will prove profitable reading for any finance professional, and for the securities analyst, it is essential reading.” (William J. Bernstein, CFA Institute Publications, cfapubs.org, Vol. 11 (1), 2016)Table of ContentsContentsList Of Charts And Tables ForewordEditor '' ''s NoteIntroduction PART I: INVESTMENT PHILOSOPHY1. Capital Cycle Revolution1.1 Evolution Of Cooperation (February 2004)1.2 Cod Philosophy (August 2004)1.3 This Time '' ''s No Different (May 2006)1.4 Supercycle Woes (May 2011)1.5 No Small Beer (February 2010)1.6 Oil Peak (February 2012)1.7 Major Concerns (March 2014)1.8 A Capital Cycle Revolution (March 2014)1.9 Growth Paradox (September 2014)2. Value In Growth2.1 Warning Labels (September 2002)2.2 Long Game (March 2003)2.3 Double Agents (June 2004)2.4 Digital Moats (August 2007)2.5 Quality Time (August 2011)2.6 Escaping The Semis '' '' Cycle (February 2013)2.7 Research Enabler (March 2013)2.8 Value In Growth (August 2013)2.9 Quality Control (May 2014)2.10 Under The Radar (February 2015)3. Management Matters3.1 Food For Thought (September 2003)3.2 Meet The Management (March 2007)3.3 Cyclical Misteps (August 2010)3.4 A Capital Allocator (September 2010)3.5 Northern Stars (March 2011)3.6 Say On Pay (February 2012)3.7 Happy Families (March 2012)3.8 The Wit And Wisdom Of Johann Rupert (June 2013)3.9a Meeting Of Minds (June 2014)3.10 Culture Vulture (February 2015)PART II - BOOM, BUST, BOOM4. Accidents-In-Waiting 4.1 Accidents-In-Waiting (2002-08)4.2 The Builders '' '' Bank (May 2004)4.3 Insecuritization (November 2002)4.4 Carry On Private Equity (December 2004)4.5 Blowing Bubbles (May 2006)4.6 Pass The Parcel (February 2007)4.7 Property Fiesta (February 2007)4.8 Conduit Street (August 2007)4.9 On The Rocks (September 2007)4.10 Seven Deadly Sins (November 2009)5. The Living Dead5.1 Right To Buy (November 2008)5.2 Spanish Deconstruction (November 2010)5.3 Piigs Can Fly (November 2011)5.4 Broken Banks (September 2012)5.5 Twilight Zone (November 2012)5.6 Capital Punishment (March 2013)5.7 Living Dead (November 2013)5.8 Relax, Mr Piketty (August 2014)6. China Syndrome 6.1 Oriental Tricks (February 2003)6.2 Dressed To Impress (November 2003)6.3 Game Of Loans (March 2005)6.4 What Lies Beneath (February 2014)6.5 Value Traps (September 2014)7. Inside The Mind Of Wall Street7.1 A Complaint (December 2003)7.2 Private Party (December 2005)7.3 Christmas Cheer (December 2008)7.4 Former Greedspin Boss Flees China (December 2010)7.5 Occupy Bundestag (December 2011)7.6 Season '' ''s Greetings (December 2012)7.7 Lunch With The Gir (December 2013)7.8 All Change (December 2014)

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Book SynopsisA straightforward, valuable guide to reduce effort and raise profits Step inside any organization, even a very successful one, and you'll probably find a lot of waste if you know where to look. From providing a feature that consumers don't care about to exhausting efforts on tasks that only require adequate attention, there are countless areas where resources go down the drain. In Low-Hanging Fruit, Jeremy Eden and Terri Long provide seventy-seven of their most effective techniques for improvement, each drawn from their success working with major companies. For more than twenty years, Jeremy Eden and Terri Long have helped companies of all sizes make millions by harvesting their low-hanging fruit. In this practical guide, Eden and Long share valuable, refreshing insights in entertaining chapters that get straight to the point. This book shows you how to smoothly shift your approach, your priorities, and your mindset to reveal the hidden potential in yourTrade Review“One of the top ten business books of 2014!”—The Globe and Mail “Their lively book distills what has worked for their Fortune 100 clients over the past 20 years. They knock over a few sacred cows along the way.”—Fortune.com “Here’s why you might need to forget what you know about teamwork, excelling, and tradition.” —Fast Company “In ‘Low-Hanging Fruit: 77 Eye-Opening Ways to Improve Productivity and Profits,’ authors Terri Long and Jeremy Eden show how incremental but meaningful change boosts productivity and profit.”—Investor’s Business Daily “CEOs are often far removed from the thousands of processes carried out every day across the complex organizations they lead, resulting in easy growth opportunities missed.” —Chiefexecutive.net “The 28 best business books of 2014. Here is my list of books that will help you as an employee, as a manager and as a human.” —Diane Berard, Les Affaires “Eden and Long wisely present both the problems and solutions concisely and cleverly. Their eye-openers are definitely worth a second look—and they’ll help you find and harvest that low-hanging fruit to increase your company’s productivity and profits.”—Success Magazine “This is one of the most practical and immediately actionable guides for business leaders that I have ever seen.”—Skip Prichard, Leadership Insights “Amazing new book” —Olivia Paar-Rud, Quantum Business Insights “Each chapter is written in a very entertaining way, so you can grasp it and put it right into practice.”—Financial Spectrum Radio with Bill Kearney “Does it work? PNC Financial’s initial program generated more than 2,400 ideas worth $400 million annually. When it merged with National City, it applied the same process and found $2 billion in operating efficiencies.” —Dallas Morning News “You are not going to get bogged down in gobbledygook and confusion. This book moves along and is highly educational, informational and entertaining.” —Money Matters radio with Stu TaylorTable of ContentsAcknowledgments xiii Introduction Why Is Low-Hanging Fruit So Hard to Spot? xvii Part 1 How To Uncover Low-Hanging Fruit: Seeing the Problem is Harder than Solving the Problem 1 Chapter 1 Put a Price Tag on Everything to Stop the Waste 5 Chapter 2 “Value Engineer” Your Products to Eliminate What Your Customers Won’t Pay For 7 Chapter 3 Ask “Why?” Five Times to See the Real Problem 9 Chapter 4 Ask, “How Do We Know That Is True?” 12 Chapter 5 You Need to Tag It to Bag It: Name a Problem to Help Everyone See It! 17 Chapter 6 Don’t Be Fooled by Misleading Metrics: Zero in on the Ugly and Rattle the Status Quo by Turning Metrics Upside Down 19 Chapter 7 The 80/20 Rule: Everyone Knows It, but Few Use It! 22 Chapter 8 Find Quick-and-Dirty Data to Get Refined Insights 24 Chapter 9 Benchmarking Is a Mistake 26 Chapter 10 Use Brainstorming in a New Way: To Find Problems, Not Solutions 28 Part 2 Now that you see it, Solve it! 29 Chapter 11 Ask the People Closest to the Work for Their Ideas 33 Chapter 12 Get Out of Your Offi ce and Go See for Yourself 36 Chapter 13 Stop Ignoring Your Introverts 38 Chapter 14 Turn Complaints into Collaboration: The Interdepartmental Job Swap 41 Chapter 15 Other People Have Great Ideas—Just Ask Your New Hires and Your Vendors! 43 Chapter 16 Does Your Customers’ Journey Take Them on a Road Full of Potholes? 47 Chapter 17 The Unintentional Squelch 50 Chapter 18 Stop Brainstorming to Find New Ideas That Move the Profi t Needle 52 Chapter 19 Making Problems Harder Can Make Finding Solutions Easier 54 Chapter 20 Use a Checklist—It Works for Fighter Pilots and Brain Surgeons, and It Will Work for You! 56 Chapter 21 Actually . . . Just Don’t Do It! 58 Chapter 22 Give People What They Need, Not What They Want 60 Chapter 23 Simplify 62 Chapter 24 Push Work Down to the Lowest-Paid Person Capable of Doing It 64 Chapter 25 Save a Bundle: Take Simple and Low Tech over Sexy and High Tech 66 Chapter 26 Save More than a Bundle: Go No Tech over Low Tech! 68 Chapter 27 Borrow Good Ideas 70 Chapter 28 Force People to Get Help 72 Part 3 Motivate your team to harvest low-hanging fruit 73 Chapter 29 Create an Idea-Based Budget 75 Chapter 30 The Five Surprising Words That Keep a Good Executive from Being Great: “I Want Everyone on Board” 77 Chapter 31 If You Want the Money, Spend the Time 79 Chapter 32 Executive Motivators That Demotivate Everyone Else 81 Chapter 33 The Corporate Imposter Syndrome: “The Better I Do, the Worse You’ll Think of Me” 82 Chapter 34 Improving the Company Should Be Everyone’s “Job One” 84 Chapter 35 Sweat the Small Stuff 86 Chapter 36 Rally the Troops 89 Chapter 37 Catch the Vision or Catch the Bus 94 Chapter 38 Eliminate Corporate Whac-A-Mole 96 Chapter 39 Beat the Competition by First Beating Your Teammates 98 Chapter 40 “Blame the Other Guy” Syndrome 100 Chapter 41 How Dimming the Lights Increases Productivity, and Why Paying Attention Pays Staggering Dividends 102 Chapter 42 Firings Can Boost Motivation 104 Part 4 One Company—It’s Not An Impossible Dream 107 Chapter 43 Form a Steering Committee to Make Sure the Left Hand Knows What the Right Hand Is Doing! 109 Chapter 44 “Pocket Fisherman,” Yes; “Pocket Veto,” No! 112 Chapter 45 Hold Collaboration Workshops 114 Chapter 46 The One Monthly Meeting You Must Hold 116 Chapter 47 Celebrate Good Times, Come On 117 Part 5 Decide and Deliver 119 Chapter 48 The Three Essential Parts of a GOOD Idea 123 Chapter 49 The Miracle of Deadlines 125 Chapter 50 For Big Results, Focus on Small Ideas 127 Chapter 51 Fight the War with the Army You Have, Not the One You Want 129 Chapter 52 Add to Your Army Only When Necessary 131 Chapter 53 Create an “Idea” Flight Plan That Coordinates Implementation 132 Chapter 54 The People Who Implement the Idea Should Help to Develop the Idea: Make Sure the Buy-In Is Built In 134 Part 6 Accountability: The Holy Grail! 137 Chapter 55 The Devil’s in the Details: Track Every Idea, Every Dollar, Every Month 139 Chapter 56 The Golden Rule: Withdraw and Replace 141 Chapter 57 Follow the Money All the Way to the Budget 142 Chapter 58 Don’t Let Someone Else Dictate the Value of the Ideas You Implement 144 Chapter 59 Want to Actually See the Earnings? Lock the Vault 146 Chapter 60 Track Your Position Plan 148 Chapter 61 It’s Not What You Start, It’s What You Finish 149 Chapter 62 ROI: Making the Investment Is Easy, Now Make Sure You Get the Return 151 Chapter 63 Learn from Your Mistakes: The After-Action Report 153 Part 7 Need more time? It’s easier to find than you think! 155 Chapter 64 “Everyone Is Entitled to Their Own Opinion, but Not Their Own Facts” 159 Chapter 65 Replace Agendas with Game Plans 161 Chapter 66 Ban Meeting Tourists 163 Chapter 67 Don’t Have a 60-Minute Meeting to Do 22 Minutes of Work 164 Chapter 68 Watch the Clock! 165 Chapter 69 Use Hard Starts, Not Just Hard Stops, for Your Meetings 166 Chapter 70 The Obligation to Dissent 167 Chapter 71 Talk More, E-Mail Less 170 Chapter 72 PowerPoint Kills 171 Chapter 73 Schedule a Little “Me” Time 173 Chapter 74 If You Feel Busy, Take on Even More Important Work 175 Chapter 75 Increase Your Return on Time 176 Chapter 76 In Order to Shine, Have Other People Do Your Work! 177 Chapter 77 Mom Should Have Said, “Don’t Always Do Your Best!” 178 You Can Find the Time—Now Use It Wisely! 180 Part 8 Win Over The Skeptics, Cynics, And Faint Of Heart! 183 Part 9 P.S. For our c-suite readers (and those aspiring to get there)! 191 And a Few More Thoughts for Everyone . . .: Fight Decision Fatigue 196 In Conclusion 199

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Book SynopsisTechnology has revolutionised every aspect of our lives and how we learn is no exception. The trouble is; the range of elearning technologies and the options available can seem bewildering. Even those who are highly experienced in one aspect of elearning will lack knowledge in some other areas.Table of Contents1 So What is eLearning? 1 Clive Shepherd 2 Getting the Business on Board 17 Laura Overton 3 Build In-House, Buy Off -the-Shelf or Outsource? 39 Jane Bozarth 4 Production Processes – Making it Happen! 55 Lars Hyland 5 Making the Most of Memory 75 Rob Hubbard 6 Blended Learning 91 Julie Wedgwood 7 Informal and Social Learning 107 Jane Hart 8 Facilitating Live Online Learning 125 Colin Steed 9 Mobile Learning 147 Clark Quinn 10 Game-Based Learning 175 Ben Betts 11 Learning Management 195 Charles Jennings Index 219

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Book SynopsisThis is the leadership book you have to read: a barn-storming new take on what makes aversatile, integrated and effective leader.Trade Reviewit is what he does with the well-worn material that is original - and highly ambitious his book does stand out from the pack of leadership literature The good news is that Nicholson has forged the tools to help would-be leaders rise to the challenge (Financial Times, May 2013) Combined with analysis of cases from several decades, this book is as richly-textured as it is insightful. (Communication Director, June 2013)Table of ContentsAcknowledgements xi 1 It Goes with the Territory – Leadership Moments 1 2 Leadership in the Wild – The Evolution of Power 19 3 A Very Short History of Leadership 35 4 Leadership as Strategy – Situations, Processes and Qualities (SPQ) 57 5 Who am I? Leadership Qualities and the Compass Question 69 6 The “Eye” of Leadership – The Law of the Situation 87 7 The Adaptive Leader – Leadership Processes 109 8 Dynamic Leadership – Shaping and Discovery 125 9 Reading the World – A Leadership Conundrum 139 10 Born to Lead? Leaders Lost and Found 151 11 Who’s Your Buddy? Critical Leader Relationships 165 12 Destiny, Drama and Deliberation – The Lives of Leaders 183 13 The “I” of Leadership – Inside the Mind of the Leader 199 14 Games Leaders Play – Finding the Narrative 225 15 The Self-Management of Leadership – You, Others and Organization 241 16 Can Leaders Save the World? Vision, Identity and Passion 259 Endnotes 271 Index 299

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Book SynopsisThe market in listed options and non-equity option products provides investors and traders with a wealth of new, strategic opportunities for managing their investments. This updated and revised Fifth Edition of the bestselling Options as a Strategic Investment gives you the latest market-tested tools for improving the earnings potential of your portfolio while reducing downside risk—no matter how the market is performing. Inside this revised edition are scores of proven techniques and business-tested tactics for investing in many of the innovative new options products available. You will find: •Buy and sell strategies for Long Term Equity Anticipation Securities (LEAPS) •A thorough analysis of neutral trading, how it works, and various ways it can improve readers’ overall profit picture •Detailed guidance for investing in Preferred Equity Redemption Cumulative Stocks (PERCS) and how to hedge them with common and regular options •An extensive overview of futures and futures options Written especially for investors who have some familiarity with the option market, this comprehensive reference also shows you the concepts and applications of various option strategies -- how they work, in which situations, and why; techniques for using index options and futures to protect one’s portfolio and improve one’s return; and the implications of the tax laws for option writers, including allowable long-term gains and losses. Detailed examples, exhibits, and checklists show you the power of each strategy under carefully described market conditions.

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Book SynopsisWritten in an accessible and practical style, Doing More With Less 2nd edition addresses the efficiency drive using models, tools, and ideas more commonly found in the corporate world. This fully updated edition also includes case studies from Audit Scotland, Belfast City Council, FBI, NHS, Ministry of Works (Bahrain), and many more.Trade Review'An intriguing book...Someone should give George Osborne a copy.' - Allister Heath, City A.M "This book is a great piece of work which is right for our times. It is an excellent guide for everyone involved in strategy development and delivery in the new era of financial constraints." -Robert W. Black, First Auditor General For Scotland (2000-2012) "This is an excellent reference for those in the public sector who are responsible for good performance management. As a consumer of public sector services, I will be the ultimate beneficiary of this work." -Dr David P. Norton, Co-Developer of the Balanced Scorecard; Director, Palladium Group "A highly engaging and relevant book! Marr and Creelman are genius at making managing, reporting, and reviewing performance culture-focused, relevant, and fun in these changing times." -Michelle McCusker, Head of Business Performance, NHS NW Collaborative Commercial Agency "This book not only explains what good performance management can do for you, it makes it achievable. At a time when every public sector organization is striving to be as efficient and as effective as possible, the principles within this book make it possible to adapt and to demonstrate value in even the most challenging times." -Patricia Stead, Director, Planning and Performance, Arts Council England "A 'must' for anyone trying to maintain and enhance their performance in very challenging times. This approach helps to clarify thinking, truly identify priorities, and align resources in a way that the whole organization can understand." -Gillian Porter, Head of Performance and Analysis, Durham ConstabularyTable of ContentsIntroduction 1. Both Efficient And Effective, The New Public Sector Performance Agenda 2. Balanced Scorecards, The Journey From Measurement To Strategic Performance Management 3. Using Lean Thinking To Improve Strategic Performance 4. Designing Strategy Maps To Agree Strategic Priorities 5. Agreeing High Level Strategic Outcome Targets And Key Performance Indicators 6. Selecting Strategic Initiatives: 7. Aligning Financial Management With Strategic Goals 8. Keeping Your Eyes On The Ball: Reporting And Reviewing Performance 9. Building A Culture Focused On Strategic Performance Management Conclusion And Key Strategic Performance Questions

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Book SynopsisBusiness Professor and strategy consultant Rob Adams shows you how to make sure you hit your target market before you spend a lot of money. Adams outlines a simple and effective market validation and testing strategy that is proven, giving entrepreneurs and managers the ability to dramatically improve the prospect of product success.Table of ContentsIntroduction Market Validation: Why Ready, Aim, Fire Beats Ready, Fire, Fire, Fire, Aim 1 Step 1 Ready—Could This Idea Fly? Chapter One Ready: The Overview 35 Chapter Two Domain Knowledge: Where Did You Get Your Idea? 39 Chapter Three The Market: How Big is It, and How Fast is It Growing? 45 Chapter Four Lifecycles and Trends: How are These Affecting Your Market? 51 Chapter Five Your Competitors: What are They Doing? 71 Chapter Six The Experts: What Do They Say? 81 Chapter Seven The Ready Checklist 89 Step 2 Aim—What Do Your Future Customers Think? Chapter Eight Aim: The Overview 95 Chapter Nine Research: Learning What You Really Need to Know 99 Chapter Ten Interviews: Getting to the Market Pain 113 Chapter Eleven Who are You After? Finding Your Target Audience 127 Chapter Twelve Turning Data into Results: How to Practically Apply All That You’ve Learned 137 Chapter Thirteen Outside Help: Using Research Professionals 143 Chapter Fourteen Countdown: Preparing the Market for Your Product 145 Chapter Fifteen The Aim Checklist 147 Step 3 Fire—Blasting into the Market Chapter Sixteen Fire: The Overview 153 Chapter Seventeen Sales and Marketing: Budget for It 159 Chapter Eighteen The Details: Write Product Specs and Schedules 163 Chapter Nineteen Fast to Market: Get a Market-Oriented Product Out Quickly 171 Chapter Twenty Early Customers: Recruit Design Partners and Advisory Boards 179 Chapter Twenty-One Showtime: Launch, Market, and Sell the Product 189 Chapter Twenty-Two The Fire Checklist 195 About the Author 199 Index 201

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Book SynopsisThe first book to present practical methods for using the technique of scenario planning to chart a company's course. The program offered here is based on methods developed at Royal Dutch Shell and popularized by Peter Schwartz in the bestselling The Art of the Long View.Table of ContentsPartial table of contents: INTRODUCTION TO SCENARIO LEARNING. Integrating Strategy and Scenarios (L. Fahey & R. Randall). Using Scenarios to Identify, Analyze, and Manage Uncertainty (B. Marsh). BASIC APPROACHES TO CONSTRUCTING SCENARIOS. Scenario Planning: Mapping the Paths to the Desired Future (D. Mason). Testing Your Strategies in Scenarios (C. Perrottet). Scenarios for Global Investment Strategy for the New Century (P. Schwartz & J. Ogilvy). SCENARIO APPLICATION IN DIVERSE CONTEXTS. Competitor Scenarios: Projecting a Rival's Marketplace Strategy (L. Fahey). MANAGING THE ORGANIZATIONAL CONTEXT FOR SCENARIO LEARNING. Articulating the Business Idea: The Key to Relevant Scenarios (K. van der Heijden). The Cross-Scenario Planning Process (D. Randall & R. Wilson). Notes. About the Author. Index.

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Book SynopsisFilled with case studies from firms such as GT Automotive, GE Healthcare China, Vale, Dominos, Swiss Re Americas Division, and Polar Bank, among others, this book (written by Dan Denison and his co-authors) combines twenty years of research and survey results to illustrate a critical set of cultural dynamics that firms need to manage in order to remain competitive. Each chapter uses a case as a means to illustrate an important aspect of culture change focusing on seven common culture-change dilemmas including creating a strategic alignment, keeping strategy simple, and more.Table of ContentsForeword by Edgar H. Schein ix Preface xiii 1. Building a High-Performance Business Culture 1 2. Supporting the Front Line 25 3. Creating Strategic Alignment 49 4. Creating One Culture Out of Many 71 5. Exporting Culture Change 91 6. Building a Global Business in an Emerging Market 113 7. Building a Global Business from an Emerging Market 133 8. Building for the Future: Trading Old Habits for New 153 Appendix: Denison Organizational Culture Survey: Overview and Resource Guide 173 Notes 195 Acknowledgments 205 The Authors 209 Index 211

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Book SynopsisOffers the author's personal options strategies for enhancing trading profits. This guide addresses a myriad of techniques and methods needed for profiting consistently in investment arena.Table of ContentsList of Figures. 1 Option History, Definitions, and Terms. Underlying Instruments. Option Terms. The Cost of an Option. The History of Listed Options. Option Trading Procedures. Electronic Trading. Exercise and Assignment. Futures and Futures Options. Influences on an Option’s Price. Delta. Technical Analysis. 2 An Overview of Option Strategies. Profit Graphs. Outright Option Buying. Using Long Options to Protect Stock. Buying Both a Put and a Call. Selling Options. Spreads. Ratio Strategies. Summary. 3 The Versatile Option. Options as a Direct Substitute for the Underlying. Options as a Proxy for the Underlying. The Effect of Stock Index Futures on the Stock Market. The Effect of Index Futures and Index Option Expiration on the Stock Market. Options as an Insurance Policy. The Collar. Hedging with Over-the-Counter Options. Using Volatility Futures as Portfolio Insurance. Summary. 4 The Predictive Power of Options. Using Stock Option Volume as an Indicator. Using Option Prices as an Indicator. Implied Volatility Can Predict a Change of Trend. The Put–Call Ratio. Futures Options Volume. On Moving Averages. Summary. 5 Trading Systems and Strategies. Incorporating Futures Fair Value into Your Trading. Day-Trading Vehicles. The TICKI Day -Trading System. A Short-Term Trading System. Intermarket Spreads. Other Seasonal Tendencies. Summary. 6 Trading Volatility and Other Theoretical Approaches. Volatility. Delta Neutral Trading. Predicting Volatility. Comparing Historical and Implied Volatility. Trading Implied Volatility. The “Greeks.” Trading the Volatility Skew. The Aggressive Calendar Spread. Using Probability and Statistics in Volatility Trading. Expected Return. Summary. 7 Other Important Considerations. Support Activities. Trading Methodology and Philosophy. Option Trading Philosophy. Summary. Appendix A: Listed Index and Sector Options. Appendix B: Futures Options Terms and Expirations. Appendix C: Option Models. Index.

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Book SynopsisAlexandra Levit is an internationally recognized thought leader, futurist and consultant. She conducts primary workplace research on behalf of Fortune 500 companies including American Express, Deloitte, PepsiCo, Whirlpool and, previously, the Obama administration. A columnist for the New York Times and Forbes, she also has been named 'Top Entrepreneur to Follow on Twitter' by Forbes, 'Top Career Expert to Follow on Twitter' by Mashable and 'Top Business Expert to Follow on Twitter' by CEOWorld and has been recognised by Thinkers50 as one of the 'top 30 new leadership thinkers to watch in 2019'Trade Review"Humanity Works reminds leaders that the future doesn't happen to us; we can create it. And, with this book as our guide, we can build the future smartly, thoughtfully, and effectively." * Douglas Conant, Founder and CEO, ConantLeadership, Former CEO, Campbell Soup Company *"Humanity Works takes you on a journey from past to present to future in a way that's both inspiring and educating. Let Alexandra Levit help prepare you for the future of work, prevent your job from being automated and help you grow your company. Humanity Works reminds us that despite the rise of new technologies, it's our basic humanity that will keep us employed and fulfilled long term." * Dan Schawbel, Partner & Research Director, Future Workplace *"As a baby boomer leader, I am always looking for new strategies to ensure my company's competitiveness and profitability in a business world that's constantly changing. Alexandra Levit's Humanity Works is an essential guide for understanding the critical role human talent will play in the age of smart machines and evolving workplace norms." * Karyn Schoenbart, CEO, The NPD Group and Author, Mom.B.A. *"In our work with entrepreneurs, we've observed that the most successful leaders don't just react to current trends. They see them coming and take proactive steps to adapt their businesses and their mindsets. Alexandra Levit's Humanity Works should be in the hands of every person who wants to stay several steps ahead in the workplace of the future." * Scott Gerber, CEO, Young Entrepreneur Council *"For too long, management practices have been stuck in a twentieth-century model where workers largely report to an office every day and stay with one company for decades. But businesses no longer operate this way, and leadership needs to catch up with twenty-first-century realities and prepare for the rapidly changing nature of when, where, and how work gets done. In Humanity Works, Alexandra Levit does a phenomenal job of combining future-of-work theory, research, and real-world examples to provide managers and leaders with the information and tools they need to prepare successful twenty-first-century teams." * Sara Sutton Fell, Founder & CEO, FlexJobs, Remote.co & 1 Million for Work Flexibility *Table of Contents Chapter - 00: Introduction; Chapter - 01: This isn’t your parents’ workforce; Chapter - 02: Technology advances and the next chapter of industry; Chapter - 03: Humans as prized commodities; Chapter - 04: Evolving work structures; Chapter - 05: Mechanics of tomorrow’s gig economy; Chapter - 06: Choose your own adventure – Career customization; Chapter - 07: The future of workplace culture and experience; Chapter - 08: So long, textbook CEO; Chapter - 09: The organizational puzzle

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Book SynopsisPeter Cheverton is founding Director of INSIGHT Marketing and People, a global training and consultancy firm specialising in the development of customer focused business strategies, with a strong focus on Key Account Management, Global Account Management and Business Leadership. He has developed an international reputation as one of the leading experts in these challenging areas, working 'hands on' with clients around the world. He is author of Key Account Management, Key Marketing Skills, Global Account Management, and Key Account Management in Financial Services (all published by Kogan Page).Table of Contents Section - ONE: The value machine; Chapter - 01: The value machine; Chapter - 02: Leadership – the pivotal activity; Chapter - 03: Fuelling the value machine; Section - TWO: Targeting; Chapter - 04: Market segmentation; Chapter - 05: Customer classification; Chapter - 06: Account management – being appropriate; Section - THREE: Matching; Chapter - 07: The people; Chapter - 08: The business strategy; Chapter - 09: The value creation process; Section - FOUR: Aligning; Chapter - 10: The critical success factors; Chapter - 11: Getting cross-functional teams to work; Chapter - 12: Leading the change

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Book SynopsisIn 2012, the Chinese company Huawei Technologies overtook Ericsson to become the world's largest telecommunications equipment manufacturer, firmly establishing itself on the world business map. Today, it has over 170,000 employees worldwide and in 2014 the company generated a remarkable profit of $5.5 billion. This book provides a deep and clear understanding of Huawei's management philosophy and strategy. Central to this is the company's orientation towards customers - that customer satisfaction is the base criterion for measuring Huawei's work. The author also examines Huawei's strategy for long-term growth, and especially the principles related to organizational design and operations, the contact improvement of end-to-end procedures, and to manage change.Trade Review"Huawei is an enterprise that deserves respect and is worth learning from. The great importance placed by this tech company on business strategy and management transformation offers us inspiration and insight." --Liu Chuanzhi, Chairman of the Board of Legend Holdings Corporation, Founder of Lenovo Group Limited "Huawei's core values of staying customer-centric, inspiring dedication, and persevering are what have made Huawei what it is today. Remaining faithful to these core values over the long term has shaped the company's core competencies. On the foundation of this iron triangle, Huawei respects customers, prioritizes quality, remains open to collaboration, and has forged a highly competitive iron team in the global market. It is an invaluable resource for companies." --Zhou Qiren, Professor of China Center for Economic Research and Dean of National School of Development at Peking University "The book Customer Centricity is a distillation of Huawei's philosophy of business management. It reveals that the secret to Huawei's success lies in wholeheartedly serving customers and creating value for them. This book provides first-hand, systematic insights into Huawei's handling of strategy and business transformation. It is a hugely valuable resource." --Peng Jianfeng, Professor of the School of Labor and Human Resources at Renmin University of China and Chairman of the Chinastone Management Consulting Group "Huawel is a world-class Chinese company that is capable of going head-to-head with the best in the global market. To compete successfully, Huawei focuses on delivering value to customers rather than just reducing costs. Huawei is also able to create value by leveraging the strengths of China. This does not only refer to cheap labor, but also to talented R&D employees who truly grasp core technologies. However, just hiring these talented people isn't guaranteed to unlock their potential. That's why Huawei chooses to distribute shares to its employees. The company knows how to fully motivate employees and inspire dedication. These three points are what have made Huawei what it is today." --Yang Guoan, Management Professor at the China Europe International Business School

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Book SynopsisTrade ReviewLiving purposely allows us to be the person we want to be. In this book, Tim Hebert provides a pathway that shows how anything is achievable when we act and lead with intention. Why would we settle for anything less? -- Michael Black, President, MJB AssociatesA provocative call to action that drives leaders to deep introspection. -- David Flink, CEO, Eye to Eye and 2021 CNN HeroTim Hebert shows how becoming an 'intentional leader' can help you and your organization navigate challenges and opportunities and rise to any circumstance. -- Pam & Scott Harper, Business Advancement Inc., and co-hosts of ‘Growth Igniters® Radio’Provides a blueprint for those who aspire to enlightened leadership – and to the successful business outcomes that flow from it. -- Mildred Hastbacka, PhD., founder, Prakteka LLC, and author of Channeling WisdomThe Intentional Leader provides a roadmap for becoming the person that others want to follow. -- Pam Hyland, CEO, Girl Scouts of Southeastern New EnglandTim Hebert's powerful book will transform your core beliefs on leadership. Hebert provides insight on reinventing your purpose and creating 'unguarded moments' to unleash your very own leadership superpower. -- Chris Jann, Founder and CEO, Medicus ITThe concepts of Decisive, Defining, and Unguarded moments will help understand ordinary effort vs. finding your always in-the-moment intentional self! The Intentional Leader is a must-read! -- Raju Chekuri, President & CEO, Netenrich Inc., Founder & Chairman Opsramp Inc.A powerful roadmap to enable people to intentionally develop their leadership presence and inevitably create success personally and professionally. -- Paul Cronin, CEO, Apogee IT Services, Leadership Challenge Certified FacilitatorThe Intentional Leader is insightful with rich content that includes practical tools for building and improving leadership success. -- Marianne Caserta, VP of Finance Transformation, NWN/CarouselA powerful step-by-step guide to how a deep understanding of self can translate to next-level leadership. -- Ankit Mahadevia, MD., Co-Founder and CEO, Spero TherapeuticsThe Intentional Leader will unquestionably raise the game of leaders, from emerging to highly experienced, by diving deeper into self-awareness and unleashing one's inner authority. A must-read for leaders aspiring to greatness! -- William F. Hatfield, Bank of America Rhode Island President (Retired)Tim enlightens the reader to embrace the notion that leadership is not an outward-focused discipline, but is instead one that begins as an intentional inward-focused practice that can manifest in big ways personally and professionally. -- Chris Poe, Staff Vice President & Manager, Cloud Infrastructure ServicesA personal account of why and how self-awareness can benefit our professional and personal lives. -- Carlos Fuentes, President, Axiom Actuarial ConsultingBrilliant and truly eye-opening. -- Todd Cronin, VP of Business Development, CE Tech, LLCA must-read for anyone who aspires to attain their peak powers as a leader. Hebert teaches us not only how to stay accountable to our vision, but how to bring our core values into our daily operations and make leadership decisions from a place of deep integrity, not expediency. -- Chip Conley, author of Wisdom at Work and founder of Modern Elder AcademyIf you’re serious about growth and are willing to dig deep to transform your leadership mindset, invest in this book and put its lessons to use.” -- Waldo Waldman, bestselling author of 'Never Fly Solo'

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Book SynopsisSolar power has come of age. Not only has it become one of the key alternatives to fossil fuels, it can now be deployed in a way that makes a viable business with a financial profit. This book shows industry professionals and students how to do just that.Solarnomics describes the economics of building and operating a solar power plant today and provides a window into a future in which several technologies collaborate, and in which all participants in the electricity grid become smarter at scheduling both the supply and demand for electric power to give humanity a future that is sustainable, both environmentally and economically. The book shows how to estimate costs and revenues, how to tweak the design of a project to improve profitability, how to calculate return on investment, how to assess and deal with risk, how to raise capital, how to combine solar with batteries to make a hybrid microgrid, and how to be prepared for future developments in the evolving smart elTrade Review"Essential knowledge for the solar entrepreneur, Solarnomics is that rare book that discusses the technical and business aspects of solar power on equal footing. Wright succeeds in delivering the practical information needed to navigate today’s solar market."Chris Giebink, Head of Applied Optoelectronics and Photonics Lab, Penn State University"Solarnomics provides a thorough and well-rounded perspective on the ins and outs of running a profitable solar business. As solar power becomes increasingly important as we move towards a low carbon economy, this book can act as a toolkit for the solar leaders of tomorrow as they look to understand the risks and returns made possible through solar business."Katherine Arblaster, Senior Manager, Monitor Deloitte "Professor Wright shows how evolving solar and green technologies can benefit established economic sectors. Solar energy financing is key to project success. This book provides financial options available to the reader in an engaging manner."David Arenburg, President, DAI Inc"Down to basics, straight to the core of the issue, yet insightful – a reading I recommend for anyone interested in solar economics who doesn't want to go to the trouble of getting a PhD in photovoltaics."Yves Poissant, Research Manager and Senior Specialist in Solar Photovoltaic Technologies, CanmetENERGYTable of ContentsPart I: Deploying Solar 1. Utility-Scale: Large Solar 2. Behind-the-Meter, Commercial and Industrial: Medium-Sized Solar 3. Behind-the-Meter, Small Business and Residential: Small Solar 4. Off Grid: Small to Large Solar Part II: Solar Profitability 5. Net Present Value (NPV) and Internal Rate of Return (IRR) 6. Levelized Cost of Electricity (LCOE) 7. Solar Finance 8. Managing Risk Part III: Getting the Biggest Bang for Your Solar Buck 9. Storage: Improving Solar Profitability 10. Profitability of Solar Microgrids and Hybrids 11. Extra Revenue from Grid-Balancing Services Part IV: Preparing for Future Solar Opportunities 12. Participative/Transactive Electricity Markets 13. Emerging Solar Technologies 14. Emerging Solar Applications 15. Profitability Analysis for Emerging Solar Technologies

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Book SynopsisPam Didner is a B2B marketing consultant, writer, podcaster, speaker, and author. She trains, coaches, and provides strategic guidance on sales enablement, account-based marketing, and sales and marketing integration for enterprise and technology companies. Her boutique consulting firm advises companies including Intel, 3M, Sunstar, Insitu, Cisco, and more.Trade Review"What's different about this book? Pam Didner has been in the marketing and sales trenches and clearly understands what works...and what doesn't. Save yourself some time making mistakes and just get it right the first time by reading this book." * Joe Pulizzi, Founder, Content Marketing Institute and Author, Content Inc. and Killing Marketing *Table of Contents Chapter - 00: Introduction – An overview of sales enablement; Chapter - 01: Sales enablement challenges; Chapter - 02: Content’s role in sales enablement; Chapter - 03: Branding and messaging in sales enablement; Chapter - 04: The role of sales in sales enablement; Chapter - 05: The role of marketing in sales enablement; Chapter - 06: Does all marketing lead to sales enablement?; Chapter - 07: How to grow sales through seamless user experience; Chapter - 08: Assembling a sales enablement team; Chapter - 09: The role of new technology in sales enablement; Chapter - 10: Conclusion – The future of sales enablement

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Book SynopsisA company must improve its functionality in all these areas to effective cope with the pressure and emerge successfully through transformational growth.

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Book SynopsisCreating a unique value for your customers is crucial if you want to differentiate in an overcrowded market. To do so, you need to define a powerful strategy that determines consistent action across your organisation to deliver your unique flavour. Szóstek describes this strategy as umami, which is the fifth category of taste (besides sweet, sour, salt and bitter), and gives an exceptional flavour to your food. How do you build a powerful yet actionable strategy, and successfully implement it across your organisation? Many leaders, marketers and designers try to answer these questions. The Umami Strategy proposes a novel approach that will help you build and execute an experience strategy. The model used in the book allows you to (a) find out what stories your customers are telling today; (b) uncover motivators and demotivators that guide these stories; (c) envision the ideal future experience you want to deliver; (d) define the actionable measures that will ensure progress toward that vision; and (e) evaluate that progress through future customer stories. Enjoyable, practical and full of hidden gems and tips, this book will help you get your organisation to align with building a unique market value through delivering memorable experiences to your customers. Because to be noticed, you need to stand out of the crowd.

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Book SynopsisHarnessing the power of technology is one of the key measures of effective leadership. Leadership Strategies in the Age of Big Data, Algorithms, and Analytics will help leaders think and act like strategists to maintain a leading-edge competitive advantage. Written by a leading expert in the field, this book provides new insights on how to successfully transition companies by aligning an organization's culture to accept the benefits of digital technology.The author emphasizes the importance of creating a team spirit with employees to embrace the digital age and develop strategic business plans that pinpoint new markets for growth, strengthen customer relationships, and develop competitive strategies. Understanding how to deal with inconsistencies when facts generated by data analytics disagree with your own experience, intuition, and knowledge of the competitive situation is key to successful leadership.Table of ContentsChapter 1. Developing Effective Leadership:The human interface with big data, algorithms, and analytics. Chapter 2. Initiate speed of implementation to maintain a digital advantage. Chapter 3. Apply analytics to concentrate at the decisive point for maximum impact. Chapter 4. Activate maneuver and indirect approach to create surprise. Chapter 5. Employ big data to determine the culminating point of a competitive campaign. Chapter 6. Use data to determine how long to maintain offensive action. Chapter 7. Align big data with the corporate culture. Chapter 8. Decide on a bold approach or cautious restraint based on data analytics. Chapter 9. Utilize big data, algorithms, and analytics to maximize use of competitor intelligence. Chapter 10. Choose offensive and defensive strategies by understanding the human interaction. Chapter 11. Factor-in friction and luck that make analytics a gamble. Chapter 12. Use data to neutralize the competitor’s effectiveness. Appendix. Strategic Business Plan outline.

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Book SynopsisDo you find innovation a maze? In creating your new business case, do you find you get stuck by what seem like insurmountable obstacles along the way? Many people experience innovation as a maze and get lost or stuck in their journey behind obstacles such as having no internal support, a lack of resources, no time, and no inspiration, meaning that statistically, eighty percent of all innovation projects never reach the market. This book is a practical guide on how to navigate the innovation maze. It shows four clear routes from different natural innovation starting points and guides you through overcoming the obstacles to successfully deliver new business cases for products, services, and business models. This much-needed hands-on guide—written by Gijs Van Wulfen, a recognised authority, author, and keynote speaker on innovation and creativity—gives clear directions on how to effectively overcome these obstacles and deliver. The Innovation Maze makes innovation simple, delivering a coherent approach to the creation of new business cases. Written for startups, entrepreneurs, managers, consultants, and those who are looking for practical real-life advice to successfully get through the innovation maze.

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Book SynopsisThe innovation management classic returns for todayâs fully digitized worldWhen legendary business thought leaders C.K. Prahalad and M.S. Krishnan first published The New Age of Innovation, the book was instantly lauded as one of the most forward-looking business guides of the year. Now, ten years later, their predictions that advanced technologies would transform every business in every industry have been borne out. And their lessons for managing the software revolution are more critical today than ever. The New Age of Innovation provides the insights and practices you need to drive profits and growth in todayâs interconnected, software-dominated worldâa world where companies partner with customers to create value. Youâll learn how to: âAlign all software systems within your companyâMeasure individual behavior using smart analyticsâTable of ContentsForeword to the Paperback EditionAcknowledgmentsIntroductionChapter 1: The Transformation of BusinessChapter 2: Business Processes: The Enablers of InnovationChapter 3: Analytics: Insights for InnovationChapter 4: It Matters: Technical Architecture for InnovationChapter 5: Organizational Legacies: Impediments to Value CreationChapter 6: Efficiency and Flexibility: Managing the TensionChapter 7: Dynamic Reconfiguration of TalentChapter 8: An Agenda for Managers: Focus on the Essence of InnovationNotesIndex

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Book SynopsisThis is an authoritative and practical guide to analysing business data, to enable managers and companies to develop successful business strategies. Data has become a dominant factor in today's business environment. This book, written by a leading practitioner, provides a series of tools and methods for analysing data and contributing to the success of the company. The main aim of data analysis is turning data into actionable intelligence that will drive and determine a company's competitive advantage. However, this does not happen by magic, rather it is through the rigorous application of appropriate tools. This book sets out 19 key tools for data analysis that have been tried and tested. Applying such tools will result in solid analyses of the business environment, that will contribute to better designed strategies and the company's strength in the marketplace.

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Book SynopsisThis is the practical approach I wish I had come across much earlier in my career. Cynthia Pexton-ShawWhether you are just starting out, considering or already working as a consultant this book is essential reading, enabling you to understand the needs of your client and to get the result they want.There are more factors to consider in order to be a successful management consultant than simply subject matter knowledge. Problem solving and solution delivery have to be accomplished in usually tight project timescales while keeping clients happy. This book, based on the experience of training thousands of consultants, provides insights into the key processes of selling and delivering consulting services, together with the essential underpinning tools and techniques, and the commercial imperatives for running a successful consulting practice.This book contains the tools, tactics, secrets and attributes to develop and become a successful management consultant. The contents include chapters on the key processes such as: The business of consultancy Marketing and selling consultancy projects Overview of the delivery process Entry, Contracting, Diagnosis, Intervention and Closure And the essential underpinning skills such as: Analytical tools and techniques Reporting and Influencing clients Designing, delivering training sessions and workshops The practice environment ''This is the practical approach I wish I had come across much earlier in my career. Calvert provides a strong guiding framework for delivering consultancy projects from beginning to end. His writing makes consulting easily accessible for anyone who wishes to deliver their particular expertise into a client organisation.'' Cynthia Pexton-Shaw, Elevation Learning''A book that gets to multiple editions is clearly a classic of its sector. Calvert's is in its seventh and will probably go on to many more. It achieves a threefold feat: of being useful to the expert and to the recently qualified and to the student. Even those of us who have spent decades in this profession need a consultancy bible to refer to. Calvert shows how to be rigorous and systematic, but the book is packed with practical advice from one who is both an academic expert and a senior practising consultant. This is both The Art and The Science of Consultancy.'' Ian Watson Immediate Past Chair ICMCI''This book explains in plain English the role and daily challenges of life as a management consultant, and has been an excellent source of reference in building our business. Calvert presents a practitioners view covering the requisite soft skills as well as the mechanics of solving the client's business problems.'' Martyn Evans, Consulting Director, Altus

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Book SynopsisAlison Reynolds is a business leader and consultant in strategy execution. She is part of the Faculty in Executive Education at Ashridge Business School.Jules Goddard is a Fellow of the Centre for Management Development at London Business School, where he has taught competitive strategy and creative marketing for 30 years. Dominic Houlder is an Adjunct Professor in Strategic and Entrepreneurial Management at London Business School. He is internationally recognised as a leading business strategist. David Lewis is Programme Director for Executive Education at London Business School and a renowned strategy and leadership expert.The four authors met while undertaking a Master's in Research in Philosophy at the University of Buckingham.Trade Review"This book restores to business thinking much of the common sense and time-polished wisdom that modern economic thinking has leached away." * Rory Sutherland, Vice Chairman, Ogilvy UK *"As business leaders we have an innate feeling that we have to have our team follow us and through them we achieve extraordinary results together. Unfortunately our business training and education all tend to focus on the tangible - results, KPIs, budgets and measurements, and through time these turn the focus upside down and our people somehow become means to an end rather than ends themselves and we become trapped in inhumane work environments over and over again. This book offers a real path to change for frustrated leaders and is a must-read for those who have the courage to take the first step towards making their work environment humane again - fertile ground for them and their team to flourish and contribute greatly to customers, the organization and themselves." * Savio Kwan, former President and COO, Alibaba *"At a time when trust in leadership - in business, government and civil society - is fast eroding, this book is timely, asking you powerful questions about your own meaning and purpose as a leader. The most profound answers lie in values and philosophy, which have been neglected in the world of leadership education until now. The four authors rightly place these centre stage." * Dame Julie Mellor, Chair, Demos and The Young Foundation; former Chair, Equal Opportunities Commission and Parliamentary and Health Service Ombudsman *"How can I flourish in an organization while helping colleagues and the organization itself to flourish? This great challenge of the modern world demands a personal response. The authors of this inspiring book evoke philosophers ancient and contemporary, bringing their insights to life as guides to wise and humane leadership." * Professor John Y Campbell, Economics Department, Harvard University *"This book challenges the way we think about leadership, the habits and conventions that have become so ingrained that we are no longer aware of them. We are used to changing our processes, structures and systems with mixed results. It is time to take a long look in the mirror and ask ourselves deep questions about what it means to be a leader, a leader who wants to flourish and wants others to flourish. These are questions of philosophy." * Professor Nandu Nandkishore, Indian School of Business; former Global Executive Board Member, Nestlé SA, Switzerland *"A good manager is always recognized for their curiosity and ability to question themself. To develop these skills, philosophy is certainly one of the best fields of exploration that exists." * Franck Mougin, Director of Human Resources, Vinci *"This book is for leaders who may want to refresh their leadership practice. It puts you on the spot, bringing a series of philosophers into your life who will raise questions about you and your purpose that cannot be ducked. Leadership is a lifelong journey, and who better as travel companions than quarrelsome Marx and impish Isiah Berlin? Socrates, Popper, the Buddha and so many others have been wonderfully reinterpreted for our modern, uncertain and turbulent world. This book is a double gift of leadership wisdom and philosophical teachings - it's readable, funny and very very wise!" * Shaks Ghosh CBE, Chief Executive, Clore Social Leadership Foundation *"This book is a unique and powerful blend of the insights of philosophers and the authors' extensive practical experience of change management. Reading it will challenge every leader to look again at what empowerment means, how organizations really function, and why human values of fairness and trust are vital for sustainable success in the modern economy." * Sir Martin Donnelly, President, Boeing Europe; former Permanent Secretary, UK Department of International Trade *"Organizations are obsessed with 'Doing' and 'Knowing' and do not create time and space for 'Being'. This book is provoking us to start a new conversation that will bring more meaning and serve the well-being of all." * Anil Sachdev, Founder and CEO, School of Inspired Leadership, Gurgaon, India *"To be a successful leader of a modern, sustainable, purpose-led organization that recognizes its responsibilities to the communities it serves, needs more than skills and ability - it needs authenticity. Authenticity is based in a deep leadership philosophy that inspires the individuals leaders seek to lead to take personal responsibility to do the right thing in every interaction they have with others. People want to be empowered, respected and fulfilled at a human level in today's workplace and to know that the values of the organization they work for not only match their own values but are embodied and evidenced consistently in the leaders they work with. What Philosophy Can Teach You About Being a Better Leader gives those who have been given the privilege of leadership new thinking and practical learning to successfully fulfil their roles by recognizing the need for those they seek to inspire to be engaged with meaning and purpose." * Sir Ian Powell, Chair, Capita plc *Table of Contents Chapter - 00: Introduction – The dehumanized workplace; Chapter - 01: Who can reconnect us with our dreams?; Chapter - 02: Reason and passion in the humanized workplace; Chapter - 03: Humanizing strategy; Chapter - 04: Creativity and critical thinking; Chapter - 05: A question of example and fairness; Chapter - 06: The gift of authority; Chapter - 07: Meaning and communication; Chapter - 08: From engagement to encounter; Chapter - 09: Values and ethical pluralism; Chapter - 10: The freedom to do what you can; Chapter - 11: Index

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Book SynopsisAngell at 100: A Century of Compassionate Care for Animals and Their Families at Angell Animal Medical Center chronicles the achievements of one of the foremost clinical veterinary institutions in the world. Angell Animal Medical Center is the first and largest animal hospital in New England. This book is a celebration of one hundred years of groundbreaking innovation and heartfelt compassion.Founded in 1868 by George Angell, the MSPCA is the second oldest humane organization in America. Its flagship hospital, Angell Animal Medical Center, was founded in 1915, and was the first animal hospital in New England. The MSPCA–Angell has expanded from advocacy and protection to healing and advancing the practice of veterinary medicine. Over the past century the organization has seen vast changes in society, the environment, and the attitude to the animals in our lives. It has helped make laws and set standards that have fundamentally shaped our sense of kindness and care for animals—and for one another.In the 21st century, MSPCA–Angell continues to rescue, shelter, protect, heal, and advocate for animals, giving special care to tens of thousands of animals each year. It also provides emergency assistance and strategic planning help for animal protection groups across the United States and around the globe.This book is a portrait of Angell Animal Medical Center from its founding in 1915 to the present day, and tells the stories of the dedicated doctors, the creative medical innovations, and of course the tales of the diverse patients and their families. Today the hospital has specialties ranging from acupuncture to ophthalmology, from behavioral services to nutrition, from dentistry to neurology and neurosurgery, as well as general medicine. Although the majority of the patients are dogs and cats, birds and rabbits are not uncommon, and there is sometimes even the occasional tortoise.It’s been an extraordinary one hundred years, and here’s to one hundred more.Table of ContentsPart 1: From Protecting to Healing 1915-1976. Part 2 A New Beginning 1976-2000. Part 3 Angell in the 21st Century.

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Book SynopsisJérôme Barthélemy is Executive Vice-President, Dean for Post Experience Programs, Corporate Programs and Relations and Professor of strategy and management at ESSEC Business School, Paris, France. He has been a visiting professor and visiting research scholar at New York University (NYU), Stanford University and Cambridge University.His book, Unleash your company's competitive spirit, received France's best management book award in 2017.Trade Review"Myths of Strategy will surprise you. Backed by deep research and packed with rich nuggets of insight, this book serves up a potpourri of smart ideas. A clever, practical and fun read!" * Kathleen Eisenhardt, Professor, Stanford University, co-author of Simple Rules *"A great book and a must read for strategists and CEOs altogether. Jérôme Barthélemy's analysis of 35 strategic myths is full of great stories quickly read which often defy conventional wisdom." * Pierre-André de Chalendar, Chairman of the Board, Saint-Gobain *"The business world abounds with claims about what it takes to achieve high performance. In Myths of Strategy, Jérôme Barthélemy considers many popular claims and, by drawing on empirical research, reveals them to be at best partially right - and often downright wrong. An insightful, entertaining, and thought-provoking read!" * Phil Rosenzweig, Professor, IMD, author of The Halo Effect *"Far from the linear structure of classic studies on business strategy, Myths of strategy is a book to explore with curiosity and enthusiasm. Senior managers may not agree with the author on all points, but this lively and solidly researched essay with its many insightful examples will doubtless open up some relevant avenues for making strategy a powerful force in leveraging performance!" * Benoît Coquart, CEO, Legrand *"Grounded on findings from decades of research, Jérôme Barthélemy's book reveals the limitations of strategy recommendations and tools by debunking myths about business strategy. A compelling read that presents powerful lessons for anyone seeking to develop an effective business strategy." * Laurence Capron, Professor, INSEAD *Table of Contents Chapter - 00: Introduction; Chapter - 01: You should look to the best for inspiration; Chapter - 02: Strategy is very different from the sciences; Chapter - 03: The most successful strategies are carefully planned; Chapter - 04: Success is essentially about talent; Chapter - 05: It is impossible to think strategically in an environment of volatility, uncertainty, complexity and ambiguity; Chapter - 06: Direct aim is the best way to attain goals; Chapter - 07: Firms achieve higher performance when they adopt a raison d’être; Chapter - 08: Having a corporate social responsibility strategy is bad for performance; Chapter - 09: The best strategy is to set up an attractive business and try to beat competitors; Chapter - 10: In most firms, costs are too high; Chapter - 11: In the digital era, having the best or cheapest product is enough for success; Chapter - 12: A firm must address its weaknesses before it develops its strengths; Chapter - 13: Business success depends primarily on a firm’s capabilities; Chapter - 14: The best business leaders are visionaries; Chapter - 15: Businesses benefit from hiring stars; Chapter - 16: Interviews are the best technique for selecting new employees; Chapter - 17: A good strategy is enough for success; Chapter - 18: It’s easy to drop a strategy that has failed to deliver; Chapter - 19: Boards of directors are willing to challenge bad strategy decisions; Chapter - 20: Innovation requires state-of-the-art technologies; Chapter - 21: To innovate, businesses need experts; Chapter - 22: Always listen to customers; Chapter - 23: Innovating means offering customers new products or services; Chapter - 24: Businesses innovate more when they have more resources; Chapter - 25: Business leaders have a long-term outlook; Chapter - 26: It is impossible to reconcile the long term and the short term; Chapter - 27: A firm that’s improving is headed for success; Chapter - 28: Change is always good for businesses; Chapter - 29: The first thing to do in a recession is cut costs; Chapter - 30: Process management improves performance; Chapter - 31: Mergers and acquisitions create value for shareholders; Chapter - 32: Outsourcing is good for firms; Chapter - 33: Adopting management fads is pointless; Chapter - 34: Financial analysts like firms that have an original strategy; Chapter - 35: Consultants always help improve performance

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Book SynopsisNamed one of "The five best books to understand AI" by The EconomistThe impact AI will have is profound, but the economic framework for understanding it is surprisingly simple.Artificial intelligence seems to do the impossible, magically bringing machines to life—driving cars, trading stocks, and teaching children. But facing the sea change that AI brings can be paralyzing. How should companies set strategies, governments design policies, and people plan their lives for a world so different from what we know? In the face of such uncertainty, many either cower in fear or predict an impossibly sunny future.But in Prediction Machines, three eminent economists recast the rise of AI as a drop in the cost of prediction. With this masterful stroke, they lift the curtain on the AI-is-magic hype and provide economic clarity about the AI revolution as well as a basis for action by executives, policy makers, investors, and entrepreneurs.In this new, updated edition, the authors illustrate how, when AI is framed as cheap prediction, its extraordinary potential becomes clear: Prediction is at the heart of making decisions amid uncertainty. Our businesses and personal lives are riddled with such decisions. Prediction tools increase productivity—operating machines, handling documents, communicating with customers. Uncertainty constrains strategy. Better prediction creates opportunities for new business strategies to compete. The authors reset the context, describing the striking impact the book has had and how its argument and its implications are playing out in the real world. And in new material, they explain how prediction fits into decision-making processes and how foundational technologies such as quantum computing will impact business choices.Penetrating, insightful, and practical, Prediction Machines will help you navigate the changes on the horizon.Trade Review"It's a must read for economists; it forces us to think more deeply about the essence of AI and its connection to prediction. And it's a must read for the public who need to know the enormous dangers the old/new AI poses to our own and our children's economic futures and freedoms." — Journal of Economic LiteratureAdvance Praise for Prediction Machines:"What does AI mean for your business? Read this book to find out." — Hal Varian, Chief Economist, Google". . . framing AI in terms of its predictive capabilities is not only a realistic portrayal of its capabilities today, but also one that business leaders can both understand and act upon. For that alone the book is worth reading." — Forbes"This book, written by three brilliant minds from the University of Toronto, is invaluable for business leaders looking for a primer on how AI might impact them." — Business Insider"A must-read for business leaders who need to know where AI is heading and how best to harness the new technology." — Journal of Economic Literature"Prediction Machines does a good job of showing where computers work best and where humans still have an edge." — the New York Times". . . a useful way to look at the fast-changing world of machine learning . . ." — the Financial Times"Consider it a CEO guide to parsing and prioritizing AI opportunities." — McKinsey Quarterly"Prediction Machines provides a very accessible and high-level overview of machine learning and the power and limits of the predictions provided by AI algorithms. The book is a must-read for business leaders and executives." — TechTalks"The authors . . .offer a compelling framework for mapping out the likely impact of AI on economies in the decades ahead." — BlackRock Investment Management

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Book SynopsisThe Strategy and Tactics of Pricing is the most well-established and influential strategic pricing text available, relied on by practitioners and students globally as a core guide for value-based pricing. The book explains how to balance the ability to create and extract value through from markets by managing pricing decisions in a more strategic and profitable manner. Rather than calculating prices to cover costs or to achieve sales goals, readers will learn to frame more strategic choices that proactively influence customer perceptions of value, manage internal costs, and profitably shift demand curves.This edition features new discussions on harnessing concepts from behavioral economics as well as a refined value cascade to help organize the topics covered in this book. Readers will also benefit from: Major revisions to more than a third of the chapters, including an expanded discussion of the role of artificial intelligence and machine learning analytics tools to assist in the evaluation of new pricing opportunities Discussion of many of the new pricing and revenue-recognition models such as consumption-based pricing, outcomes-based pricing, and others An expanded discussion on Special Topics in Pricing that cover many of the transformative pricing moves successful companies have made in the past few years in response to major disruptive forces such as the pandemic as well as re-emergent inflation In-chapter textboxes and call-out to highlight different pricing concepts in action using actual examples of companies addressing market challenges Chapter summaries and visual aids to help the reader better understand the ideas and concepts presented throughout this book This comprehensive, managerially-focused text is a must-read for students and professionals with an interest in strategic price management and achieving commercial excellence for their organizations. Additional online resources include PowerPoint slides and an instructorâs manual, including exercises, mini-cases, and examination questions. Trade Review"Excellently written with detailed examples, this book is a must-read for managers wanting to understand the principles behind building a sound pricing strategy. The updated edition adds in materials from current topics that will resonate strongly with all pricing practitioners." Rajeeve Kaul, Corporate Vice President – Global Pricing Officer, McDonald’s Corporation"Still the best pricing book on the planet! The go-to resource for pricing success – powerful, practical, and profitable!" Mark Bergen, James D. Watkins Chair in Marketing, Carlson School of Management, University of Minnesota"The Strategy and Tactics of Pricing is my go-to resource for any type of pricing challenge. It presents a balance of theory and practice and offers pragmatic guidance for pricing professionals and business leaders in today’s rapidly changing environment. I have applied the learnings from this book in hyper-competitive markets and it proved its power every time." Annie X. Wang, Director, Pricing & Analytics, PPG Industries"The Strategy and Tactics of Pricing is a must-read book for professionals in Revenue Management, Sales Enablement, Pricing, and related business fields. The 7th edition includes new information on incorporating today’s economic uncertainty, inflationary pressures, reexamining value propositions, and it also has great case studies to give you and your team the skills necessary to thrive." Kevin Mitchell, President, The Professional Pricing Society, Inc."The outcomes for our commercial teams and enterprises deploying The Strategy and Tactics of Pricing have been and continue to be critical to the success of our multiple businesses. The 7th edition builds on the fundamentals of the excellent previous editions with additional strategies for success in the volatile '20's." Lynn Guinn, Global Strategic Pricing Leader, Commercial Excellence COE, Cargill Table of Contents1. Strategic Pricing 2. Economic Value 3. Price and Value Communication 4. Price Structure 5. Pricing Policy 6. Price Competition 7. Price Level 8. Measurement of Price Sensitivity 9. Financial Analysis 10. Specialized Strategies 11. Creating a Strategic Pricing Capability 12. Ethics and the Law

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Book SynopsisAirline Operations and Management: A Management Textbook presents a survey of the airline industry, with a strong managerial perspective. It integrates and applies the fundamentals of several management disciplines, particularly operations, marketing, economics and finance, to develop a comprehensive overview. It also provides readers with a solid historical background, and offers a global perspective of the industry, with examples drawn from airlines around the world. Updates for the second edition include: Fresh data and examples A range of international case studies exploring real-life applications New or increased coverage of key topics such as the COVID-19 pandemic, state aid, and new business models New chapters on fleet management and labor relations and HRM Lecture slides for instructors This textbook is for advanced undergraduate and graduate students of airline management, but it should also be usTable of ContentsContents List of Figures xiiList of Tables xviiIntroduction xviii1 Historical Perspective 11.1 Transportation and Commerce 11.2 First Airlines 21.3 Early Regulation 31.4 History of British Airways 31.5 U.S. Air Mail 41.6 Economic Regulation 71.7 CAB Economic Regulation 1938 to 1978 81.8 Advances in Aircraft Technology 91.9 Post-War Airline Growth 111.10 The Jet Age 121.11 U.S. Deregulation 151.12 The Airline Deregulation Act of 1978 171.13 Post Deregulation Evolution 181.14 US Deregulation Results 181.15 CAB in Retrospect 191.16 Deregulation in Europe 201.17 Deregulation in China 211.18 Airline Industry Today 231.19 Summary 241.20 References 251.21 Review Questions 282 Supply and Demand for Air Transportation 302.1 Size, Scope and Economic Importance 302.2 Factors Driving Global Air Transportation Growth 322.3 Globalization 322.3.1 Demographics 332.3.2 Liberalization 352.3.3 Factors of Production 362.4 Air Cargo 362.5 Forecasting Air Travel Demand 372.5.1 Macro Forecasting 372.5.2 Route Level Micro Forecasting 402.6 Demand Curve 422.7 Need for Forecasts 472.8 New Route Example 472.9 Summary 502.10 References 522.11 Review Questions 543 Route Structure 553.1 History 553.2 Generic Route Structures 563.3 Point-to-Point 563.3.1 Fast, Cheap and Independent 563.3.1 Limited to Large Markets 573.3.2 Example: Ryanair 573.4 Linear 583.5 Hub-and-Spoke 603.5.1 Operation 603.5.2 Advantages 613.5.3 Disadvantages 643.5.4 Bottom Line 663.5.5 Examples of Hub-and-Spoke Route Systems 663.6 Hub-And-Spoke Variations 673.6.1 Hybrid Route Systems 673.6.2 Multiple Hubs 683.6.3 Directional Hub 693.6.4 Rolling Hub 713.6.5 Tailored Complexes 733.6.6 Legal, Financial, and Capacity Restrictions 743.7 Hub Airport Requisites 743.7.1 Competing H&S Systems 753.7.2 Hub Failures 763.8 Evolving Routes Systems 763.8.1 Southwest Airlines Route System 763.8.2 Delta’s LaGuardia Hub 783.9 Summary 783.10 References 813.11 Review Questions 834 Product Offering 844.1 Strategic Choices 844.1.1The Marketing Concept 844.1.2 Generic Strategies 854.1.3 Industry Evaluation: Porter’s Five Forces 864.2 Dimensions of Product Choice 884.3 Comprehensive Network Carriers 904.3.1 Differentiation 904.3.2 Delta Air Lines 924.4 Regional Airlines 924.4.1 Fleet 944.4.2 Network Extension 944.4.3 Regional Airlines Worldwide 964.4.4 Upheaval 964.5 Low-Cost-Carriers 974.5.1 Business Model 984.5.2 Ancillary Revenues 994.5.3 LCC Examples 1004.5.5 Long-haul LCCs 1014.5.6 LCC within Comprehensive Network Carriers 1024.6 Hybrid Airlines 1034.6.1 Alaska, JetBlue Airways, and Air Berlin 1034.7 Focus Carriers and Tailored Products 1054.7.1 All Inclusive Charter Airlines 1054.7.2 All Business Class Service 1064.7.3 Tailored Products 1064.8 Cargo Airlines 1074.8.1 Combination Carriers 1084.8.2 Integrated Carriers 1084.8.3 All Cargo Airlines 1084.9 Summary 1094.10 References 1134.11 Review Questions 1155 Flight Schedule Development and Control 1165.1 Airline Planning Process 1165.2 Strategic Planning 1175.2.1 Long-Range Plan/Fleet Selection 1175.2.2 Product Planning 1175.3 Flight Schedule Development 1185.3.1 Objectives 1195.3.2 Fleet Assignment 1225.3.3 Trade-offs 1235.3.4 Optimization 1235.3.5 The Passenger Service System 1245.4 Asset Assignment 1255.4.1 Aircraft Assignment 1255.4.2 Aircraft Flow Chart 1265.4.3 Crew Pairings and Bid Lines 1275.5 Tactical Management 1295.5.1 Airline Operations Control Center 1295.5.2 Flight Schedule Disruptions 1315.5.3 Managing Irregular Operations 1315.5.4 Irregular Operations Examples 1335.5.5 Dynamic Scheduling 1345.6 Continuous Improvement 1355.6.1 Goals 1365.6.2 Measurement 1365.6.3 Performance Diagnosis 1375.6.4 Corrective Action 1395.7 Summary 1405.8 References 1415.9 Review Questions 1436 Economics and Finance 1446.1 Profit History 1446.1.1 Cyclical World Airline Profits 1446.1.2 Net Profit Margin 1456.1.3 Profits by World Region 1466.1.4 Return on Invested Capital 1476.2 Earning Profits 1486.3 Revenue Generation 1506.3.1 Yield History 1506.3.2 Fare history 1516.3.3 Revenue Passenger Miles 1536.3.4 Ancillary Revenue 1566.4 Cost Structure 1596.4.1 Labor 1606.4.2 Fuel 1636.4.3 Ownership and Rental Expenses 1666.4.4 Taxes 1666.5 Legacy Carrier Restructuring 1696.6 Fleet Selection 1716.6.1 Range and Payload 1716.6.2 Aircraft Operating Costs 1726.7 Fleet Financing 1766.7.1 Internal Financing 1766.7.2 Debt Financing 1776.7.3 Leasing 1776.7.4 Financing Portfolio 1796.8 Economics of Scale, Scope and Density 1796.8.1 Scale 1806.8.2 Density 1806.8.3 Scope 1806.9 Summary 1816.10 References 1826.11 Review Questions 1867 Pricing and Revenue Management 1877.1 Regulated Prices 1877.2 Objective of Revenue Management 1887.3 Revenue Management Components 1897.3.1 Overbooking 189 7.3.2 Overselling 1917.4 Pricing 1947.5 Revenue Management Product Characteristics 1947.5.1 Seat Allocation 1957.5.2 Price Discrimination 1987.5.3 Market Segmentation 199 7.5.4 Estimating Demand 2017.5.5 Fare Buckets and Fare Nesting 2067.5.6 Expected Booking Updating 2087.5.7 Selling-Up 209 7.5.8 Revenue Enhancement with Revenue Management 2107.6 Network Allocation 2107.6.1 Hidden City Ticketing 2147.7 Revenue Management in Air Freight 2147.8 The Future of Revenue Management 2157.9 Summary 2167.10 References 2177.11 Review Questions 2208 Distribution 2218.1 Airline Distribution History 2228.1.1 The OAG 2238.1.2 Payment 2248.1.3 Ticketing 2248.1.4 The Growth of Travel Agencies 2268.1.5 The Reservisor 2278.1.6 The Magnetronic Reservisor 2288.1.7 Reserwriter 2308.1.8 SABER 2308.1.9 Travel Agents Get Involved 2328.2 The Birth of the Global Distribution System 2348.2.1 CRS Favoritism 2358.2.2 GDS Regulation 2368.3 GDS Mergers, Consolidation and Sell-Off 2388.3.1 European Connections 2398.3.2 Deregulation 2418.4 The Rise of the Internet Changes the GDS Environment 2438.4.1 Airline Internal Reservations Systems 2458.4.2 Shift in Travel Agency Approach 2458.5 The Rise of Online Travel Agencies 2478.5.1 Standard Online Travel Services 2478.5.2 Opaque Travel Services 2498.5.3 Fare Aggregators and Metasearch Engines 2518.5.4 Travel Agents Using GDS Alternatives 2518.6 New Distribution Capability 2528.6.1 Airline Perspective8.6.2 GDS Perspective8.7 Summary 2548.8 References 2578.9 Review Questions 2629 International Air Transportation and Public Policy 2639.1 Air Service Agreements 2639.2 Open Skies 2649.2.1 US Open Skies 2649.2.2 EU Open Skies 2679.2.3 Air Service Liberalization Support and Opposition 2679.3 State-Owned Airlines 2689.4 Global Alliances 2719.4.1 History of the Big 3 Global Airline Alliances 2719.4.2 Marketing and Revenue Benefits 2749.4.3 Operating Benefits 2749.4.4 Antitrust Immunity 2749.4.5 Establishing an Alliance 2759.4.6 Passenger Benefits 2779.4.7 Alliance Instability 2779.4.8 Equity Alliance 2789.5 Consolidation – Mergers and Acquisitions 2799.6 Conclusion 2809.7 References 2819.8 Review Questions 28310 Looking Ahead 28510.1 Cyclical Profits 28510.1.1 Fixed Cost 28610.1.2 Fuel Expenses 28610.1.3 Cost Control 28610.1.4 Airline Failure and Restructuring 28610.2 Environmental Regulation and Cost 28710.3 Turmoil in Distribution 28710.4 Complex Airline Structures 28810.5 Governance 28910.6 Evolving Airline Strategies 29010.6.1 Business Model Evolution 29010.6.2 Emerging Models 29110.7 Still Fragmented 292

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Book SynopsisDr Sajia Ferdous is a Lecturer in Organizational Behaviour at Queen's Business School, Queen's University Belfast, UK. She is a Human Resource Management expert and teaches at postgraduate research, postgraduate taught, and undergraduate levels. She is a Fellow of Advance HE (formerly the HEA). Previously, she held teaching positions at the University of Manchester and also worked in managerial roles within the financial industry.

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Book SynopsisElgar Advanced Introductions are stimulating and thoughtful introductions to major fields in the social sciences, business and law, expertly written by the world’s leading scholars. Designed to be accessible yet rigorous, they offer concise and lucid surveys of the substantive and policy issues associated with discrete subject areas. Providing a panoramic overview of the evolving world of scenario planning, this Advanced Introduction uses topical case studies to analyze the developing methodologies of scenario planning. Written by Paul J.H. Schoemaker, a leading authority on the topic, this book synthesizes rigorous theory and practical experiences including best practises, normative views, and future challenges or opportunities for scenario planning. Key Features: Explains why future uncertainties require more than traditional risk analysis when ambiguous unknowns or Black Swans are involved Illustrates scenario planning through an in-depth case analysis of the biosciences which, in the wake of global pandemics, are gaining in societal import Examines how historical thinking and historiography can enrich scenarios by revisiting future projections made for South Africa post-apartheid Shows why scenario planning fosters critical and creative thinking by overcoming myopic framing, overconfidence and other biases in organizations Examines methodological and statistical techniques in scenario planning, including model building and simulations, and their connections to strategy formulation Interdisciplinary in its approach, this Advanced Introduction will prove invaluable to students and scholars of public policy, business management, and organizational studies. Its tools and practical advice will also be a vital resource to practitioners and policy leaders involved in leading or implementing scenario planning in their organizations.Trade Review‘Deep uncertainty and associated “black swan” events underscore the continued relevance of scenario planning. This book outlines how this management tool can be used to enhance a firm’s dynamic capabilities. Scenario planning builds a coherent narrative around possible futures or “states of the world.” Their delineation supports rapid decision making when crises erupts, thereby protecting stakeholders and addressing new opportunities while the competition suffers from “deer in the headlights” syndrome. Schoemaker shows the reader how scenario planning can improve decision making and organizational responsiveness in turbulent times and reminds us that there is no one recipe for scenario planning, and that management teams will improve over time as they conduct scenario planning exercises. A “must read” for practitioners and scholars trying to understand the origins of scenario planning as a tool for better strategic management.’ -- David J. Teece, University of California, Berkeley, US‘Masterfully laid out, this engaging book provides leaders a practical toolkit to proactively navigate an increasingly uncertain world. Its scope, depth, examples and wisdom will enable students, academics and professionals from many walks of life to lead change and orchestrate success as I experienced first-hand with Paul.’ -- Govi Rao, CEO of Phase Change Solutions and former head of LED at Philips‘A wonderful introduction to the field of scenario planning, replete with a comprehensive background history, summary of the necessary tools, and biases to be aware of when managing clients. There simply is not a better basic introductory text written in the history of scenario planning up until now. This book will sit alongside other landmark introductions to the field such as van der Heijden's Scenarios and Schwartz's The Art of the Long View. It is as useful for students new to scenario planning as for long-time academic practitioners looking for a refresher or a handy text for their clients.’ -- Nicholas J. Rowland, Penn State University, US‘A remarkably thoughtful overview of the art and science of scenario planning. No author is better equipped than Paul Schoemaker to bridge the world of practitioners and of academics.’ -- Philip E. Tetlock, Wharton School, University of Pennsylvania, US‘This volume, illustrated with compelling examples, presents in a coherent way the work of the most cited scenario planning scholar. His approach in scenario planning is to inform decision-making by foreseeing possibilities early. The book covers theoretical as well as practical aspects of scenario planning which will be of interest for beginners and seasoned practitioners alike.’ -- Rafael Ramirez, University of Oxford, UK‘Schoemaker's book is, simply, a tour-de-force from one of the founders of both the academic study and consultancy application of the scenario approach to improving decision making in the face of future uncertainty. In it, he covers the development and status of research endeavours that underpin growing academic and practitioner interest, in our post-Covid era.’ -- George Wright, Strathclyde University, UKTable of ContentsContents: 1. Introduction to scenario planning 2. What scenario planning is about PART I SETTING THE STAGE 3. A short history of scenario planning 4. Scenarios for the biosciences 5. Juxtaposing scenario narratives PART II LOOKING UNDER THE HOOD 6. Methodological perspectives and pointers 7. History, uncertainty and subjectivism 8. Links to strategy, plans and choices PART III MANAGEMENT CHALLENGES 9. Biases and practical pitfalls 10. Conclusions and future challenges Bibliography Index

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