Business strategy Books

Book SynopsisManaging for results focuses on how to get the best out of people and celebrate the diversity of perspectives and experience that people bring to your organisation. The book explores motivation and how peoples' needs affect the satisfaction that they get from their work. Practical activities encourage learners to consider a number of strategies for increasing the motivation and effectiveness of their team. The book also considers how dissatisfaction impacts on performance and assesses the role of the grievance and disciplinary processes in managing performance.Table of ContentsChapter 1 Specify the results; Chapter 2 Motivation theory; Chapter 3 Motivation to achieve results; Chapter 4 Grievance and disciplinary procedures; Chapter 5 A balancing act;

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Book SynopsisJorgen Hesselberg is cofounder of Comparative Agility, a leading agile assessment and continuous improvement platform. A proven thought leader of numerous successful enterprise transformation efforts since 2009, Jorgen provides strategic guidance, executive counsel, and coaching to some of the world's most respected companies both as an internal change agent and an external consultant. He has trained thousands of people on agile and Scrum, disruptive innovation, and enterprise transformation strategy. Passionate about making the world a better place to work, Jorgen is the former director and an active member of Supporting Agile Adoption, an Agile Alliance program dedicated to supporting those who apply agile principles and practices for agile transformation. Jorgen is a frequent speaker at international industry conferences. He earned his bachelor degree in journalism at the University of Missouri, his MBA at Iowa State University, and an MS in information technology aTable of ContentsForewords by Bjarte Bogsnes and Rich Sheridan xix Preface xxv Acknowledgments xxxi About the Author xxxiii PART I: THE CASE FOR AGILITY 1Chapter 1 The Agile Imperative 3 Athens Beats Microsoft 4 Origins of Modern Management 6 Scientific Management: Building More Efficient Machines 7 The Rise of the Knowledge Worker: Unlocking the Creative Potential 8 Software Eats the World: Embracing Uncertainty and Becoming Agile 10 VUCA and Cynefin: Orienting Businesses in a Brave New World 16 The Cynefin Framework 18 Leadership in a Complex World 21 Business Agility: Accelerating Organizational Learning 22 Summary 24 Q&A 24 Further Resources 26 Footnotes 27 Chapter 2 Enterprise Agility 29 Defining Enterprise Agility 29 Designing Business Agility: Balancing Three Critical Levers 32 Building the Right Thing (Value) 33 Building the Thing Right (Quality) 40 Building at the Right Speed (Optimizing for Flow) 43 Unlocking Agility in the Enterprise 50 Performance Multipliers: Five Critical Dimensions of Agility 51 Summary 53 Q&A 54 Further Resources 56 Footnotes 57 PART II: FIVE DIMENSIONS OF AGILITY 59Chapter 3 Technology 61 Building the Right Thing: Creating Products Customers Love 62 Business Model Canvas: An Interactive Tool for Instant Alignment 62 Lean Startup: A Method for Validating That You’re Building a Product Worth Building 65 Cost of Delay: Understanding the Impact of Time to Life Cycle Profits 68 Building the Thing Right 74 Scrum: Building Value Incrementally and Iteratively 74 Kanban: Taming Chaotic Environments Through Visualization 79 Building at the Right Speed: Optimizing for Flow 81 XP 82 Value Stream Mapping 86 Summary 89 Q&A 90 Further Resources 93 Footnotes 95 Chapter 4 Organizational Design 97 Physical Workplace Design 97 Designing for Great Teams 98 The Science Behind High-Performing Teams 99 Case Study: More Effective Collaboration Spaces at NAVTEQ 100 Organizational Structure 107 Functional Structure 108 Divisional Structure 110 Matrix Structure 111 Emergent Organizational Structures: Sociocracy and Holacracy 113 An Agile Organizational Structure? 116 Heuristics of Agile Organizational Designs 120 Summary 121 Q&A 122 Further Resources 124 Footnotes 125 Chapter 5 People 127 Never Underestimate the Importance of People 130 Characteristics of People in Agile Organizations 132 Fostering a Growth Mind-Set 132 Developing an Enterprise Growth Mind-Set 134 Embracing Diversity 135 Strategies for Building an Environment Supportive of Agile People 137 Implications for HR in an Agile Organization 138 Partner with Teams to Improve Recruiting 138 Design Meaningful Compensation, Rewards, and Recognition Plans 140 Create More Relevant Roles and Define a More Flexible Career Path 141 Empower People by Moving Authority Closer to the Team 142 HR: From Controlling Function to Unlocking Enterprise Agility 143 Summary 144 Q&A 144 Further Resources 146 Footnotes 147 Chapter 6 Leadership 149 Impact of Leadership 150 Level 5 Leadership 152 Level 5 Leadership = Agile Leadership? 153 Teal Leadership 154 Red: Lead Through Force 156 Amber: Lead Through Fiat 157 Orange: Lead Through Efficiency 157 Green: Lead Through Responsibility 158 The Organization: An Organic Ecosystem of Interrelated Parts 158 Teal: The Organization as a Living Entity 159 The Teal Organization: A Blueprint for the Organization of the Future? 160 Beyond Budgeting: An Agile Management Model 161 Origins of Beyond Budgeting 162 Beyond Budgeting: Less Top-Down Control, More Trust and Empowerment 162 The Death of the Traditional CEO? 165 Three Essential Themes of Agile Leadership 167 Summary 168 Q&A 169 Further Resources 171 Footnotes 172 Chapter 7 Culture 173 The Profound Impact of Culture 175 How We Experience Culture 176 The Schneider Culture Model 177 Collaboration—“We Succeed by Working Together” 178 Control—“We Succeed by Getting and Keeping Control” 179 Competence—“We Succeed by Being the Best” 181 Cultivation—“We Succeed by Growing People Who Fulfill Our Vision” 182 Culture’s Impact to Sustaining Change 183 Changing Organizational Culture 185 Characteristics of Business Agility Metrics 191 Actionable 191 Accessible 191 Auditable 192 Additional Heuristics 192 Examples of Meaningful Business Agility Metrics 194 Metrics That Help Support Building the Right Thing 195 Metrics That Help Support Building the Thing Right 197 Metrics That Help Support Building at the Right Speed (Flow) 199 Performance System Changes -> Behavior Changes -> Culture Changes 202 Summary 202 Q&A 203 Further Resources 205 Footnotes 206 PART III: UNLOCKING AGILITY 209Chapter 8 Building Your Organization’s Agile Working Group 211 The AWG: Mission and Purpose 211 Characteristics of the AWG 216 Complementary 216 Dedicated 217 Knowledgeable 218 Credible 219 Humble 219 Champion 220 Role of External Consultants 221 Organizational Structure and the AWG 222 Whole System View 222 Temporary Lifespan 223 Dual-Boot Operating System 224 Recruiting for the AWG 225 Resistance from Managers 225 Hesitation from Potential Candidates 226 The AWG: What’s in It for You? 228 Summary 228 Q&A 229 Further Resources 230 Footnotes 231 Chapter 9 An Operating Model for Business Agility 233 Unlocking Agility: Embrace Change, Execute with Purpose 235 Exploration: An Engine for Embracing Change 237 1. Establish Partnerships with External Innovation Hubs 241 2. Take Ownership Interest in Potential Disruptors 242 3. Acquire Disruptive Competitors—and Let Their Culture and People Flourish 243 4. Create an Internal Culture of Disruptive Innovation 244 Exploitation: Executing Proven Strategies with Purpose 246 Lost in Translation: How Product Strategy Turns from Vision to Hallucination 247 Executing with Purpose Through Progressive Refinement 249 Executing with Purpose Through Fast Organizational Feedback Loops 263 Creating a Balance: Embracing Change and Executing with Purpose in the Right Proportions 266 On Scaling Frameworks 267 Scaled Agile Framework (SAFe) 267 Large-Scale Scrum (LeSS) 267 Disciplined Agile Framework 268 Benefits of Scaling Frameworks 268 Drawbacks of Leveraging Scaling Frameworks 269 Summary 270 Q&A 271 Further Resources 273 Footnotes 274 Chapter 10 Unlocking Agility: A Strategic Roadmap 277 Unlocking Enterprise Agility: A High-Level Strategic Roadmap 278 Partnered Transition (Wave 1) 279 Self-Guided (Wave 2) 280 Innate (Wave 3) 281 What Agility Looks Like in Action: Applying the Five Dimensions of Organizational Agility 283 Technology 284 Organizational Design 285 People 285 Leadership 287 Culture 288 Identifying and Driving Change Through an Organizational Improvement Backlog 289 Unlocking Agility in an Agile Manner 289 Step 1: Define and Communicate a Clear Purpose for the Transformation 290 Step 2: Identify Key Impediments Preventing Us from Reaching the Goal 290 Step 3: Build and Execute the Transformation Backlog 294 Step 4: Maintain Momentum: Continuously Monitor Progress, Communicate Results, Seek Feedback, and Celebrate Failures 300 Top 10 Items Leading to Transformation Failure 303 Seven Signs You’re on Your Way to Unlocking Agility 308 The Road Ahead: Now What? 311 Summary 312 Q&A 313 Further Resources 314 Footnotes 315 Index 317

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Book SynopsisThe Satisfied Customer is a clarion call to managers demonstrating the unheralded value of customer satisfaction with surprising statistics. Fornell estimates that a one-point decline in customer satisfaction costs the average company on the American Customer Satisfaction Index almost one billion dollars.Trade Review'In today's world of intense global competition, customer satisfaction is a given. Without it, customers quickly move on to another of their endless choices. And they never return. That's why The Satisfied Customer is a must read.' - Jack Trout, author of The 22 Immutable Laws of Marketing and Differentiate or Die: Survival In Our Era of Killer Competition 'First rate! An engaging and practical book full of useful concepts and tools by one of the foremost experts on consumer satisfaction. Be a winner in the battle for customers and read this book.' - Bernd Schmitt, author of Customer Experience Management and Big Think Strategy 'Claes Fornell reminds us if we want to achieve long-term growth and success, companies must invest in their customers. The challenge is knowing how to make smart investments and what measurable outcomes are essential to create satisfied customers. Professor Fornell is providing an important resource for all of us who rely on customer satisfaction to drive the growth of our brands and businesses.' - David Brandon, chairman and CEO, Domino's Pizza, Inc. 'The concepts and strategies discussed in this book will greatly help business leaders align their organizations in a way that provides tangible results in value creation, customer retention and improved brand position. Fornell's insights bridge from the boardroom and investors all the way to the frontline serviceworker.' - Jon Ward, Managing Director, Lazard Freres& Co., LLC 'Recommended addition to your shelf.' - D. Murali, Hindu Business Line 'All this is explained with requisite detail and a writing style that is accessible and easy-going. The Satisfied Customer is necessary reading for any manager or CEO with an eye on the evolution of business thought.' - European CEO 'For more than 100 years, AT&T has adhered to the philosophy that delivering an unparalleled customer experience is the key to the long-term reputation and financial health of a company. Mr. Fornell's passion for this same principle makes him one of the business world's leading customer service champions.' - Ralph de la Vega, President and Chief Executive Officer, AT&T MobilityTable of ContentsThe Big Picture The Science of Customer Satisfaction Winners and Losers Customer Satisfaction and Stock Returns Things Aren't What They Seem: The Most Common Management Mistakes Customer Asset Management and the Value of Satisfied Customers Companies That Are Doing It Right

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Book SynopsisThe intent of this book -- the author's goal for you â is to understand the baseless underpinnings of almost all our fears. You read that correctly -- almost all our fears -- and therefore to discard them. The author has expertly coached leaders and managers in the discovery of, examination of, elimination of, and sustained freedom from fears.We all know people who are charming and articulate, but flounder on a stage addressing colleagues; musicians who master intricate scores but canât play the basics when asked to solo; athletes who choke; business people who are strong until it comes time to ask for the business; people who consistently feel like imposters.We are far better at dealing with external, tangible fears than our own imagined ones. We purchase insurance, watch the safety demonstrations, know how to use the Heimlich Maneuver. But those are responses to rare and often never-occurring emergencies. Our mythical and monstrous fears are daily dark clouds, maskinTable of ContentsOther Books by Alan Weiss. Introduction. Acknowledgments. Dedication. Chapter 1: Real fear and fraudulent fear. The tyrannosaurus and the tyrant. Fight, flee, fright. Appropriate actions begin with rational beliefs. Fear is a learned behavior. The guy on your shoulder. Chapter 2: The origins of your current fears. What your parents told you and didn’t tell you. Norms vs. beliefs. The baggage that must be discarded. Who the hell are you listening to? Chapter 3: Manifestations of fear. Procrastination. Passive/aggressive behavior. Blending into the wallpaper. Can’t-Pull-the-Trigger Syndrome. Refusal to leave the nest. Chapter 4: Erasing past fears. The evidentiary test. Transitioning to current reality. Asking "Why?" The curse of rumination. Chapter 5: Preventing future fears. Avoiding "dread." Establishing resilience. The joys and lessons of failure. Why worry about what you can’t control? Chapter 6: Changing your metrics. Never compare yourself to your cousin. Excellence trumps perfection. All things are relative, just ask the person behind you. How to fearlessly become number one. Chapter 7: Organizing fearlessness. Churchill was very accurate but they still threw him out. When to hold, when to fold, when it’s gold. The fearless posture. Home is different from work, or it had better be. Chapter 8: Your fearless future. Maintaining a fearless demeanor. Dealing with volatility and disruption. Taking the blow. Constant recovery and success. The guy on your shoulder redux. Resources. Self-Test. About the Author.

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Book SynopsisThe integration of technological innovations, such as In-Memory Analytics, Cloud Computing, Mobile Connectivity, and Social Media, with business practice can enable significant competitive advantage. In order to embrace recent challenges and changes in the governance of IT strategies, SAP and its think tank - the Business Transformation Academy (BTA) - have jointly developed the Digital Capability Framework (DCF). Digital Enterprise Transformation: A Business-Driven Approach to Leveraging Innovative IT by Axel Uhl and Lars Alexander Gollenia outlines the DCF which comprises six specific capabilities: Innovation Management, Transformation Management, IT Excellence, Customer Centricity, Effective Knowledge Worker, and Operational Excellence. In cooperation with the University of Applied Sciences and Arts Northwestern Switzerland, University of St. Gallen (Switzerland), Queensland University of Technology (Australia), University of Liechtenstein (Principality of Liechtenstein), and Karlsruhe Institute of Technology (Germany), SAP and the BTA have been validating each capability and the corresponding maturity models based on analyzing several âlighthouseâ case studies comprising: SAMSUNG, IBM, Finanz Informatik, The Walt Disney Company, Google Inc., HILTI AG. Digital Enterprise Transformation presents how these companies take advantage of innovative IT and how they develop their digital capabilities. On top the authors also develop and present a range of novel yet hands-on Digital Use Cases for a number of different industries which have emerged from innovative technological trends such as: Big Data, Cloud Computing, 3D Printing and Internet of Things.Trade Review’The digital revolution is on everyone's lips. Big data, cloud computing, social media, and mobility cause innovation momentum across many industries. This book shows how novel IT strategies which go far beyond a traditional technocratic approach can enable a company to become a digital enterprise and hence to develop strong competitive advantages. The remarkable amount of expertise brought together and the accompanying lighthouse case studies make this work a must read for every digital transformation practitioner.’ Marc Bechet, Vice President, IT Enterprise Resource Planning at Unilever ’Nowadays, new technologies and IT trends are generating business benefits in the form of increased revenues, for instance, by introducing novel business models. However, in order to be able to embrace these opportunities, enterprises have to be well prepared for the digital journey. This book introduces the Digital Capability Framework to assess the potential for improvement and the readiness for transforming into a digital enterprise based on such trends, and it shows how to make the most use of those opportunities.’ Wim Reedijk, Director of IT at PostNL ’Digitalization has a pervasive influence on all areas of a corporation. In order to harness the innovative force of disruptive technology firms need to understand its thorough impact on the business processes, organizational structure and even the business model. Digital Enterprise Transformation provides a holistic and structured approach on how to reach the goal of becoming a digital enterprise.’ Robert Zimmermann, Managing Director, Berlin Phil Media GmbH, Berliner Philharmoniker ’A solid reference for everyone involved in digital transformation, the book is ideal for C-suite executives, managers, consultants and academics, and the 300+ pages unfold the value of new technology and how Digital Enterprises do business with these technologies. The rich and insightful pages also present readers with aTable of ContentsContents: Foreword, Axel Uhl and Lars Gollenia; The importance of technological trends and how to exploit them for business excellence, Axel Uhl, Matthias Born, Agnes Koschmider and Tomasz Janasz; Digital Capability Framework: a toolset to become a digital enterprise, Axel Uhl, Matthias Born, Agnes Koschmider and Tomasz Janasz; Innovation capability, Norizan Safrudin, Michael Rosemann, Ruediger Jung and Axel Uhl; Transformation capability, Nils Labusch, Robert Winter and Axel Uhl; IT excellence, Nils Labusch, Robert Winter and Axel Uhl; Customer centricity, Axel Uhl and Kim MacGillavry; Effective knowledge worker, Norizan Safrudin and Axel Uhl; Operational excellence, Theresa Schmiedel, Jan vom Brocke and Axel Uhl; Digital supply chain management, Christoph Meier; Digital transformation at DHL freight: the case of a global logistics provider, Amadou Diallo, Kim MacGillavry and Axel Uhl; Index.

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Book SynopsisAs barriers to international trade and investment have fallen worldwide, multinational enterprises have become the leading engines of economic integration and growth, deploying global strategies to expand their reach. To implement such strategies in an increasingly complex environment, corporations are adopting network forms of organization. This book examines in detail the structures, strategies and processes employed in a variety of global network corporations, offering insight into the demands placed on international managers at every level.Based on the findings of a research project sponsored by the Carnegie Bosch Institute, this is an in depth study of current topics most relevant to international management, with each chapter covering a specific set of issues that confront major corporation managers. Topics include: Strategic integration and decision making Structuring of joint ventures Headquarters -subsidiary relationships and roles International adaptation of Human Resource Management and Process Reengineering practices New competences required of international managers and leaders.Featuring contributors from the USA, Europe and Asia, this is a truly international collection that provides detailed analysis of the contemporary multinational enterprise in its global context.Table of ContentsPart One: Innovation and Knowledge Transfer in International Networks Part Two: Integrative Processes and Socialisation Part Three: Adaptation of Strategy and Firm Evolution Part Four: Network Rules and Competences and Organizational Form

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Book SynopsisSix Pixels of Separation is the first book to unify the concepts of Personal Branding, Digital Marketing and Entrepreneurship in a clear, enjoyable and provocative manner. By using extraordinary case studies, this book offers a complete set of tools, tactics and insights to empower individuals to reach a global audience and consumer base with a few clicks of the mouse, and almost all of them free of charge. Digital marketing expert Mitch Joel unravels the fascinating world of new marketing, with a brand new perspective. Entrepreneurs are leveraging the digital channels to get their voice out there, connecting to similar others, becoming better community citizens and, ultimately, making more money and rocketing their personal and business lives into the stratosphere. The trick is, Personal Brands are becoming bigger than corporate brands. In Six Pixels of Separation readers will begin to understand the ''how'' and ''why'' of how certain entrepreneurs have mastered the internet to prop

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Book SynopsisProjects overspend and overrun. Business cases perform less well than expected. Managers tighten their grip and initiate more procedure. But little changes and the scenario repeats, and it has done so for decades. Losing other peoples' money and goodwill is almost an innate characteristic of projects. This may be a norm but it need not be the natural state of affairs. In Project Risk Analysis, Derek Salkeld shows how easily assimilated techniques developed out of formal risk analysis methods can be used to increase the chances of projects being delivered to the oft quoted objective of on time and to budget, to quality and to popular acceptance. These techniques need to be understood by managers so that they can foresee the benefits of directing their teams to carry them out, and so they can inform their clients about the potential consequences of the investments they wish to make and how the project team plan to assure these. The three parts of the book explain how you can: calcTrade Review’The book provides a multitude of aids to help with determining risks, identifying costs, and how the risks affect the schedule. These aids include examples, areas to address and checklists... it stresses the importance of tying risks to people through assignment of ownership and risks to the project budget through allocation of contingences.... The project management and risk management professions may get a better reputation because of projects getting completed at a higher rate and on time and within budget.’ PM World Journal, September 2013 ’Derek Salkeld’s book is about understanding the uncertainty inherent in projects, which leads to the inability to predict timescales and costs precisely at the beginning of a project. In an industry where even large companies are wedded to single-valued estimating techniques, against which they may enter fixed-price contracts with penalties for lateness, (or judge the performance of the project delivery staff), the content of this book provides valuable material to help manage expectations, obligations, and funding.’ Camel Blog (Arras People), January 2015Table of Contents1: Introduction; 1: The Case for Risk Analysis; 2: Risk Modelling Primitives; 3: Risk Modelling Examples: Cost Context; 4: Risk Modelling Examples: Time; 5: Using Risk Analysis to Inform the Allocation of Risk Ownership; 6: Using Risk Analysis to Derive the Risk Management Strategy; 7: A Risk Analysis Process; Conclusion

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Book SynopsisSuccess isn''t made up of huge leaps forward, but instead small repetitive actions completed each day. These small steps eventually lead to great achievements in the pursuit of your goals.This book is an inspiring look at the lessons Lorraine has learned during her entrepreneurship journey - through study, trial and error; the strategies she has developed and the habits she religiously follows.Be remarkable in work and life, following the advice of one of Australia''s most exciting thought leaders.Trade ReviewLorraine started The Remarkables Group in 2012. Twelve months later she had Woolworths, Schwarzkopf and Toyota as clients and had secured her first million dollars in revenue. Lorraine has been recognised as one of Australia's leading up-and-coming entrepreneurs ... rightfully so. Her depth of knowledge across her subject matters shines through, making her the complete package of a modern day thought leader. - Jack Delosa, Founder and CEO of The Entourage Every now and then a person walks into your life and you know they're destined for success. Lorraine Murphy is one of those people. She lights up a room, walks her walk and talks the talk. If you're looking for real business insights from the trenches of a busy start-up, then look no further than this book. - Emma Isaacs, Global CEO of Business Chicks Lorraine's advice helped our start-up win cash, new clients and understand how we should better plan our team's schedule to be more productive - all in under six months. She doesn't hide from nor sugar coat the hard work that's involved in being an entrepreneur - instead she offers practical and motivating tips for how to really set yourself up for success. - Sarah Pearce, Founder of Travelshoot Lorraine's perspective has provided endless value on both a personal and business level. There's a lot of best practice out there, but the most refreshing aspect of Lorraine's

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Book SynopsisWhat is a meatball sundae? It''s something messy, disgusting and ineffective, the result of combining two perfectly good things that don''t go together. Meatballs are the basic staples, the things people need, the stuff that used to be marketed quite well with TV and other mass market techniques. The topping is new marketing: MySpace, websites, YouTube, and all of the magic that CEOs wish would shine atop their companies. The problem? New marketing is lousy at selling meatballs. When confronted with the myriad opportunities presented by new marketing, people usually ask ''How can we make this stuff work for us?'' This, as Seth Godin explains in his remarkable new book, is exactly the wrong question. Mapping out 14 trends that are completely remaking what it means to be a marketer - and by extension transforming what we make and how we make it - Godin shows how the question for any thriving 21st century business must be: ''How can we alter our business to become an organization that thr

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Book SynopsisThis volume is intended as a reference for those interested in the relationship between business strategy and business ethics, broadly conceived. Several articles have been selected from various leading journals in management, strategy and ethics. An introductory chapter provides an overview of the articles but it also relates them systematically to a fundamental dualism involving values, ethics and politics, all viewed from the perspective of business and business studies.

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Book SynopsisDesigning and Executing Strategy in Aviation Management is designed to provide an intensely practical guide to this critically important topic. Comprehensive in coverage and easy-to-read in style, it allows both professionals and students to understand the principles and practicalities of crafting and executing business strategies with an aviation context.Trade Review’Designing and Executing Strategy in Aviation Management is a practical and accessible route map through the complex world of strategic management. It combines theoretical essentials with illuminating corporate stories from the aviation industry. This book will prove invaluable to students and practitioners alike and is a 'must read' for anyone involved in aviation management education and training.' Dr Thomas C. Lawton, Senior Lecturer in Strategic Management at Tanaka Business School, Imperial College London 'Professors Flouris and Oswald have addressed a void in the scholarly literature in aviation with Designing and Executing Strategy in Aviation Management. Industry executives, government officials, and the entire academic community will derive extraordinary insight from this latest contribution to the area of strategic management in aviation.' Dr. Brent D. Bowen, Distinguished Professor of Aviation, University of Nebraska at Omaha 'Professors Flouris and Oswald have captured the topic of "strategy" and put it all into perspective. Corporate performance and survival make the centrepiece of an organization's strategy. The authors explain the concepts with clarity, using timely examples and illustrations which are easily understood. This is a "Must Read" for aviation managers.' Ted F. Mallory III, Major General (Retired), USAF and Senior VP Flight Operations and Chief Safety and Security Officer, ASTAR Air Cargo 'While corporate strategies in any given industry are constantly changing, this text provides a firm foundation for the introduction of strategic concepts.' Alfred T. Spain "AL", Senior Vice President Operations, JetBlue Airways Corporation 'It is a fundamental book that will guide specialists and students surveying this area of new endeavours, and it does provoke food for thought.' Air International August 2006 '...provides a very useful foothold for the aviation professional or student alike.' The Aerospace Professional December 2006 ’Table of ContentsChapter 1 The Essence of Strategy; Chapter 2 Strategic Positioning and Sustaining a Market Presence; Chapter 3 The Essence of Competitive Strategies; Chapter 4 The External Environment; Chapter 5 The Internal Environment; Chapter 6 Setting Corporate Direction; Chapter 7 Establishing a Strategy; Chapter 8 Aviation Strategy Implementation; Chapter 9 Managing Strategy Execution through Tracking, Support Systems and Controls;

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Book SynopsisCorporate social performance has come of age. In a business environment characterized by its perpetual state of flux, the ability to recognize and react to global forces becomes paramount. The fallout of such rapid change - the fast-paced developments in communications and technology, the continual change to global markets, shifting demographics, the homogenization of personal values - have all contributed to the widespread new interest in issues such as ecology and environment, human rights and diversity, health and well-being, and communities. All of these issues are now potential liabilities for companies, and are very much back on the agenda for business. Once regarded as peripheral management concerns, they are now recognized as hard to predict and hard for business to deal with when they go wrong. This book offers an insight into how corporate social performance can be measured and why this is an important aspect of corporate social responsibility. Using detailed case studies, it provides readers with the foundations for understanding and applying corporate social performance, providing a stakeholder framework by which corporate social performance can be measured, alongside a detailed consideration of the value of different stakeholder measures. The book also applies this framework to new social accounting standards, enabling the reader to consider the validity and appropriateness of these standards. The increasingly important role of the internet for corporate social reporting is also considered.Trade Review'...a rigorous, yet highly readable analysis of the practical issues encountered in applying a stakeholder framework to the measurement of corporate social performance. A particular strength of the book is its use of detailed case studies for illustrative purposes. A further noteworthy feature lies in the timely discussion of the potential for internet reporting and widely touted social accounting standards for establishing higher levels of corporate accountability.' Professor David L. Owen, University of Nottingham, UK 'The book uses detailed case studies providing the foundations for understanding and applying corporate social performance, and offering a stakeholder framework by which corporate social performance can be measured, alongside a detailed consideration of the value of different stakeholder measures.' Corporate CitizenTable of ContentsContents: Corporate social performance and accountability; Business in society - ethics and stakeholders; Social accounting and stakeholder identification; Stakeholder performance measurement in theory; Value added analysis; Stakeholder performance measurement in practice; Shareholder analysis; Stakeholder analysis; Theorizing the results; Recent developments and the future of social accounting; Bibliography; Index.

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Book Synopsis43 MISTAKES is Duncan Bannatyne''s guide to the common traps people in business fall into, and how to stay out of them.Imagine you had your very own personal business adviser, who could give you the benefit of their expertise and help you avoid making costly, embarrassing, time-consuming and even career-ending mistakes. Duncan Bannatyne is that person and he''s here to help you. 43 MISTAKES will make sure you avoid the most common business howlers, and is just as relevant if you are a sole trader on the high street or a bond trader in the City.

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Book SynopsisInnovation is all around us every day; every product we use, every piece of packaging we open, every service we experience; all of these started out as ideas that have been developed and deployed. This book sets out the secrets of establishing and sustaining a successful innovation programme and driving innovation projects through it.

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Book SynopsisIn this fully revised third edition of his classic bestseller, Paul Temporal addresses every issue related to brand management in the 21st century. If you want to make your own branding a success, you can't afford to be without Advanced Brand Management.

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Book SynopsisThis design for future-ready human resources is a futurist guide to the challenges and changes lying ahead in the world of work and offers a way forward. The world of work is evolving at an exponential rate, and significant shifts are expected. COVID-19 was a warm-up lap and an accelerator of changes, but many still lie ahead. Those changes are rarely addressed in current general HR thinking. At the same time, the growing complexity is making employees and employers alike anxious about the future of work.This is an academic-grade book backed up by evidence-based trends and signals and offers pragmatic upskilling pathways. It is priceless in such an environment for forward-looking scholars and present-oriented, pragmatic industry captains and HR leaders compelled to find answers for their inevitably obsolescing, inorganically morphing workforce. The book was written by the former Director of HEC Lausanne's Executive MBA and founder of Executive Education oTable of Contents1. Introduction 2. Mythology 3. Traits of Futures 4. 22 New HR Disciplines 5. Development Guidelines 6. HR Leader 2030 7. Afterword

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