Business strategy Books

Book SynopsisThis book presents a contemporary view of the approaches and theories that inform global scenario planning and foresight science, providing practical recommendations for improving scenario development processes. Its insights bridge the gap between last centuryâs foundations and this centuryâs innovations.

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Book SynopsisDigital transformation has accelerated nearly tenfold in recent years as both a business and technology journey. Yet, most how-to guides still focus solely on the business side, rather than include methods for optimizing the technology behind it. This handbook shows CIOs, IT directors, and architects how to balance these two concerns successfully.

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Book SynopsisThe average life expectancy at birth of a firm is roughly 15 years, and only one out of twenty lives longer than fifty years. Firms are born, they grow, then they struggle to keep up with changing markets. Slow adapters often become big losers, fall by the wayside, and die.Trade ReviewWith a guide for building the ultimate firm and making it last, Feser's book offers fresh insights into the need for change. (Director, April 2012)Table of ContentsForeword ix Prologue xi Introduction xiii Part I The Ephemeral Nature of Firms Chapter 1 Meet Carl Berger 3 Chapter 2 Corporate Life Cycle 11 Part II Individual Rigidities Chapter 3 To Err is Human 25 Chapter 4 The Greatest of All Time 39 Chapter 5 Rewiring Brains 55 Part III Organizational Rigidities Chapter 6 Long Live Bureaucracy! 75 Chapter 7 In Brain We Trust 97 Chapter 8 What We Value 111 Chapter 9 What Not to Pay For 121 Chapter 10 Fast Learners 131 Part IV Serial Innovators Chapter 11 The Secrets of Serial Innovators 139 Chapter 12 Beyond Business: The Medici, Oxford, and the Catholic Church 155 Chapter 13 Legacy through Leadership 161 Afterword 167 Appendix A: Analysis of the Top 50 U.S. Firms of 1960 171 Appendix B: Corporate Aging and Survival 177 Appendix C: Key Questions for Transforming Your Firm 181 References 187 Acknowledgments 193 About the Author 195 Index 197

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Book SynopsisPresents the truth behind the rise of China and whether or not it will be able to maintain it. This book looks at the social and political consequences of the unique business model that propelled China to economic powerhouse status, and question whether this rapid ascension really lives up to its reputation.Table of ContentsPreface to the Second Edition xi Preface to the First Edition xvii List of Abbreviations xxi 1. Looking Back at the Policy of Reform and Opening 1 Thirty years of opening up: 1978–2008 2 Thirteen years of reform: 1992–2005 10 The end of reform: 2005 15 China is a family business 22 2. China’s Fortress Banking System 27 Banks are China’s fi nancial system 29 China’s banks are big banks 31 Crisis: The stimulus to bank reform, 1988 and 1998 33 China’s fortress banking system in 2010 41 The sudden thirst for capital and cash dividends, 2010 47 3. The Fragile Fortress 53 The People’s Bank of China restructuring model 56 The Ministry of Finance restructuring model 66 The “perpetual put” option to the PBOC 73 The new Great Leap Forward Economy 76 China’s latest banking model 82 Valuing the asset management companies 85 Implications 88 4. China’s Captive Bond Market 95 Why does China have a bond market? 98 Risk management 102 The base of the pyramid: Protecting household depositors 116 5. The Struggle over China’s Bond Markets 125 The CDB, the MOF, and the Big 4 Banks 126 Local governments unleashed 134 Credit enhancements 141 China Investment Corporation: Linchpin of China’s financial system 145 Cycles in the fi nancial markets 158 6. Western Finance, SOE Reform, and China’s Stock Markets 163 China’s stock markets today 164 Why does China have stock markets? 168 What stock markets gave China 172 7. The National Team and China’s Government 185 Zhu Rongji’s gift: Organizational streamlining, 1998 186 How the National Team, its families, and friends benefit 196 A casino or a success, or both? 209 Implications 212 8. The Forbidden City 215 The Emperor of Finance 217 Behind the vermillion walls 220 An Empire apart 227 Have the walls been breached? 231 Cracks in the walls 235 Imperial ornaments 239 Appendix 245 Select Bibliography 249 Index 251

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Book SynopsisA timely and practical guide that helps senior managers design successful strategic partnerships Strategic alliances are increasingly common among modern corporations and a hot topic in today's business schools.Table of ContentsForeword vii Introduction ix Acknowledgments xiii 1 Strategic alliances: The control–trust dilemma 1 2 The Alliance Design Framework 21 3 Turning suppliers into allies 51 4 Contractual alliances: The customization of alliance design 71 5 The virtual joint venture model: Air France/KLM, Delta Airlines, and Alitalia 101 6 Equity alliances and joint ventures 121 7 Multi-partner alliances: The more the merrier? 145 8 Managing the dynamics: Mutual adjustment and continuous negotiation 167 9 Designing and implementing strategic alliances: Art, science, and craft 181 10 Open alliances: Towards the third generation of collaboration 195 Appendix Financial models behind alliances 207 Index 215

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Book SynopsisOriginally published by Stevenson, Inc., this practical resource delivers a wealth of successful strategies for any fundraising endeavor, including annual funds, capital campaigns, volunteer-driven efforts, and project campaigns. In addition to presenting strategies to help nonprofit organizations meet or surpass fundraising goals, this resource provides step-by-step fundraising procedures successfully implemented by other nonprofit organizations and includes a variety of useful sample forms and reports. Important topics covered include: Donor tours to ignite passion Tribute programs Special events Chambers of commerce collaboration Board member involvement Text/Mobile donations Awards dinners Employee giving campaigns Student-driven events Donor walls Giving/Donor clubs Block Parties Raising money in lean times Events for younger constituents

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Book SynopsisOriginally published by Stevenson, Inc., this practical resource provides nonprofit leaders and professionals with advice on increasing media exposure, preparing staff to handle media inquiries, and tips and best practices for preparing for media interviews. Important topics covered include: Copy writing Media buyers Rural media Interviews Press releases Conferences Client spotlights Crisis preparation Media relation policies Press release policies Social media Strategic plans Media databases Online and offline press kits Online tools Staff preparation Press conferences Please note that some content featured in the original version of this title has been removed in this published version due to permissions issues.

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Book SynopsisThe bestselling guide to nonprofit planning, with proven, practical advice Strategic Planning for Nonprofit Organizations describes a proven method for creating an effective, organized, actionable strategy, tailored to the unique needs of the nonprofit organization. Now in its third edition, this bestselling manual contains new information about the value of plans, specific guidance toward business planning, and additional information about the strategic plan document itself. Real-world case studies illustrate different planning and implementation scenarios and techniques, and the companion website offers templates, tools, and worksheets that streamline the process. The book provides expert insight, describing common misperceptions and pitfalls to avoid, helping readers craft a strategic plan that adheres to the core values of the organization. A well-honed strategic plan helps nonprofit managers set priorities, and acquire and allocate the resources necessary Table of ContentsAbout the Third Edition xi Preface xiii Intended Audience xiii Structure of the Book xiv Supporting Resources xiv How to Use This Book xvi A Word About Words xvi Acknowledgments xvii Introduction 1 Strategy and Planning 2 Why Plan? 2 What Strategic Planning is Not 4 Keys to Effective Strategic Planning 5 What is Strategy? 6 The Strategic Planning Process 9 Other Considerations in Strategic Planning 17 Strategic Planning is Alive and Well! 24 Section One First Steps 27 Chapter 1 Step 1: Set Up for Success 29 Identify Outcomes 30 Check Conditions for Success 32 Plan for Data Collection 34 Anticipating Other Needed Research 36 Design Your Strategic Planning Process 37 Create an Organization Profile 42 Chapter 2 Step 2: Stakeholder Engagement 59 Engage Internal Stakeholders 59 Gather Input from External Stakeholders 63 Synthesize Stakeholder Input 65 Incorporate External Input into Your SWOT Analysis to Update Critical Issues and Questions 66 Chapter 3 Step 3: Mission, Vision, Values 77 Revisit Your Mission Statement 78 Write Your Vision Statement 84 Articulate Your Fundamental Values 87 Section Two Strategic Analysis 97 Chapter 4 Step 4: Environmental Scan 99 When is Scenario Planning Helpful? 100 Organize Your Research, Summarize Findings 102 Chapter 5 Step 5: Theory of Change and Program Portfolio 109 Needs Assessment and Value Proposition 111 Program Effectiveness 112 Competitive Analysis 114 Theory of Change 119 Draft Future Program Portfolio 122 Chapter 6 Step 6: Business Model 139 Summarize Revenue and Expenses 139 Historical Summary and Key Questions 140 Current Program Revenue and Expenses 141 Articulate Your Business Model 143 Business Model Analysis 143 Develop Summary Findings 152 Chapter 7 Step 7: Organization Capacity 157 Elements of Organization Capacity 158 Activities for This Step 163 Identify Requirements for Each Category of Capacity 163 Determine How to Carry Out Assessment 163 Agree on Priorities to Include in the Strategic Plan 165 Chapter 8 Step 8: Leadership 173 Assess Leadership, Summarize Implications 175 Section Three Set Your Course 183 Chapter 9 Step 9: Complete Your Strategic Plan 185 Summarize Strategic Decisions 185 Draft the Complete Strategic Plan 187 Conduct a Thorough Review Process 192 Dressing Up Your Strategic Plan for Public Distribution 192 Strategic Planning Committee Celebration and Debrief 192 Chapter 10 Step 10: Using Your Plan Successfully 211 Help People Make Required Changes 212 Write Detailed Annual Operation Plans 214 Create a Dashboard to Monitor Implementation 219 Develop a Dynamic Approach to Watch for Changing Trends 221 Conclusion A Word to Leaders 229 Appendix A Sample Workplans for Abbreviated, Moderate, and Extensive Planning Processes 231 Appendix B Tips on Using Task Forces 243 Appendix C External Stakeholders 247 Appendix D How to Use the Matrix Map 253 Appendix E Leadership Assessment Survey 259 Appendix F Selected References 269 About the Companion Website 271 About the Authors 273 Index 275

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Book SynopsisHacking Leadership is Mike Myatt's latest leadership book written for leaders at every level. Leadership isn't broken, but how it's currently being practiced certainly is. Everyone has blind spots.Trade Review“All leaders have blind spots which they aren't aware of and these results in gaps in leadership. While not all gaps will have a major impact on how you function as a leader, some do and so it's important to know how to identify these and become aware of self imposed limitations and perceptual biases that you may have.” —The Economic Times "As the world becomes increasingly complex and business owners face more pressures than ever before, leadership advice hasn’t really changed. That’s why Mike Myatt, a leadership advisor to Fortune 500 CEOs and author of new book “Hacking Leadership,” set out to provide shortcuts that would simplify the complexities of building a successful business." —Business Insider “The essence of Mike Myatt’s definition of hacking: one who discovers alternative paths to ‘deciphering complexity, influencing outcomes, acquiring access and creating innovative customizations to existing/outdated methodologies.’ Hmm — that sounds like the key components of leadership. In the book, which is subtitled The 11 Gaps Every Business Needs to Close and the Secrets to Closing Them Quickly, the ‘Leadership Gap’ is the most important because it helps close the gaps of the other 10.” —Dallas NewsTable of ContentsPrologue xi Chapter 1: Hacking the Leadership Gap 1 Overview—The Commoditization of Leadership 1 The Leadership Gap Defined 3 Hacking the Control Gap 5 The Awareness Gap—Finding the Blind Spots 7 The Key to Clarity—White Space 8 Hacking the Status Quo 11 Hacking the Preparation Gap 13 Chapter 2 Hacking the Purpose Gap 17 Following in the Footsteps of Greatness—The Movement Hack 20 Individual Purpose—Hacking the Purpose Continuum 21 Hacking the Pursuit Gap 24 Hacking the Passion Gap 26 Finding Organizational Purpose Begins with Hacking Why 28 Hacking the Profit Gap 28 Chapter 3 Hacking the Future Gap 33 How to See around Corners—Hacking the Vision Gap 35 To Hack the Future You Must Have Clear Perspective on the Past 36 To Hack the Future You Must Understand How to Navigate the Present 37 Hacking the New Normal 38 Great Leaders Hack the Future by Pulling it Forward 40 Hacking Generational Complexity 42 Chapter 4 Hacking the Mediocrity Gap 45 Hacking the Impulsivity Gap 48 Hacking the Impossibility Gap 50 Hacking the Safety Gap 52 Hacking Political Correctness 54 Chapter 5 Hacking the Culture Gap 57 Hacking the Gap between Strategy and Culture 58 The Right Foundation—Hacking the Culture Construct 60 Hacking the Management Construct 61 Hacking the Scarcity Gap 62 Hacking the Courage Gap 64 Hacking the Arrogance Gap 65 Hacking the Rumor Mill 67 Hacking Diversity 70 Hacking Scalability 73 Hacking the Me Too Gap—Don’t Copy, Create 75 Chapter 6 Hacking the Talent Gap 79 Hacking the Trust Gap 79 Hacking the Loyalty Gap 83 Hacking the Four Dimensions of Talent 86 Hacking the Hiring Gap 89 Hacking the Definition Gap 93 Hacking the Quality Gap—Supply versus Demand 96 Hacking the Consensus Gap 97 Hacking the One-Size-Doesn’t-Fit-All Gap 103 Hacking the Pressure Gap 104 Hacking the Turnover Gap 106 Chapter 7 Hacking the Knowledge Gap 111 Hacking Static Thinking 112 Hacking the Decision Gap 115 Hacking the Competency Gap 119 Hacking the Learning Gap 121 Hacking the Reading Gap 123 Hacking the Communication Gap 126 Hacking the Sensitivity Gap 131 Hacking the Story 134 Hacking Verbosity 136 Chapter 8 Hacking the Innovation Gap 139 Hacking the Idea Trap—What Innovation is Not 140 Hacking the Change Gap 142 Hacking the Gap between Incremental and Disruptive 145 Hacking the Next Level 148 Hacking the Competition 150 Hacking the Flexibility Gap 153 Chapter 9 Hacking the Expectation Gap 155 Hacking the Alignment Gap 156 Hacking the Discipline Gap 158 Chapter 10 Hacking the Complexity Gap 161 Hacking Complexity 162 Hacking Smart 163 Chapter 11 Hacking the Failure Gap 167 Hacking Perfection 168 Hacking a Defensive Mind-set 170 Hacking Succession 172 Final Thoughts 177 Hacking Your Family Life 178 Hacking Apathy 180 Hacking the Excuse Gap 180 About the Author 183 Index 185

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Book SynopsisMake the right hires every time, with an analytical approach to talent Predicting Success is a practical guide to finding the perfect member for your team. By applying the principles and tools of human analytics to the workplace, you''ll avoid bad culture fits, mismatched skillsets, entitled workers, and other hiring missteps that drain the team of productivity and morale. This book provides guidance toward implementing tools like the Predictive Index, behavior analytics, hiring assessments, and other practical resources to build your best team and achieve the best outcomes. Written by a human analytics specialist who applies these principles daily, this book is the manager''s guide to aligning people with business strategy to find the exact person your team is missing. An avalanche of research describes an evolving business landscape that will soon be populated by workers in jobs that don''t fit. This is bad news for both the workers and the companies, as bad Table of ContentsChapter 1 How to Start 1 The Blame Game 2 The Office Paradigm, Revised 2 The Awakening 4 The Cost of a Bad Hire 5 Why Things Fail 7 Group Therapy 8 Chapter 2 How to Break Analysis Paralysis 11 Chapter 3 How to Lead 19 Allowing the Employees to Be the Best Versions of Themselves 21 Third-Box Thinking 23 Measure It, Then Do It 24 Using Behavior Analytics to Produce a Better Leader 26 What Is Predictive Index® (PI®)? 27 Effective Feedback Is a Second Paycheck 31 Do as I Do 32 Everyone’s a Leader 33 Cultivating Principals 34 National Telcom Company Example 36 More Than Money 38 Self-Development Rules 39 Listening to the Results 40 The Leader as Introvert 41 Using Workforce Analytics to Find Your Next Leader 43 Chapter 4 How to Follow 47 What the Birds Know 48 Following Types: People Styles Meet the Facebook Crowd 49 The Hierarchy-Free Ideal 50 Better Together 52 Building Smarter Teams 54 Putting Teams to the Test 55 Talk About It 56 Chapter 5 How to Decide 59 Timing Is Everything 60 Facing the Unknowns 60 Brain Science’s Decision-Making Play 61 Instinct Favors Intricacy 63 Decision-Making, Deconstructed 65 Evidence Beats Opinion 67 Decision-Making Tactics 68 Making a Decision with Every Tool Engaged 69 Decision by Job Interview: Insufficient 69 Why Cognition Matters 71 PLI®: For More Than Hiring 72 Chapter 6 How to Persuade 75 The Role of the Subconscious 76 Speaking from the Corps 77 Emulating Emo 77 The Stanford Prison Experiment 79 Asking for More 80 The Forbes List 82 Chapter 7 How to Communicate 89 Communication Rules 90 Do Unto Others 91 Case Study: Communication at Stanley Manufacturing, Toronto, Canada 92 Simplicity above All 93 Body Language Speaks Volumes 94 Communicating with Your Ears 95 Building Trust through Communication 96 Communication Tactics 99 Communications Leader, Lead Thyself 99 Barriers to Communication 101 Communication Tips 102 Chapter 8 How to Assess 105 Case Study: The Big Brothers Big Sisters® Organization 106 The Science of Human Resources 107 United States Government (EEOC) “Rules of the Road” for Using Testing 107 Behavioral Assessments 109 Putting Behavior Analysis on Ice 111 Selling Apple Pie to Americans 113 Motivation and Human Behavior 114 Asking Questions: Behavioral Surveys 116 Business Applications of Behavioral Science 117 Behavioral Assessments in Reverse 120 An Assessment of Behavioral Assessments 121 Picking a Behavioral Assessment Approach 123 The Productivity Ambition Matrix 124 Chapter 9 How to Engage 127 The Engagement Anxiety 127 Defining the Engaged Employee 128 Why Is Engagement Important? 129 Employee Engagement: A How-To 131 The Role Behavior Analyses Have to Play 135 Share the Wealth 136 The Microsoft Example 138 Employee Engagement in Down Times 139 Chapter 10 How to Resolve 143 The Cost of Conflict 144 Conflict Is “Good” 145 The Psychology of Conflict 147 Laughter’s Long Legacy 148 Think About It 149 The Predictive Index®, Explained 150 The ISAT™/SSAT™, Revealed 152 On-Ice Application 154 The Predictive Index® and the Social Profit World 155 Transitioning from Boredom to the Top 156 Leadership Development and Deconflicting 157 Conflict 101 158 Stories of Success 159 Making the Perfect Pick 162 Conclusion: How to Finish 163 Intergenerational Management 164 Identifying Your Pink Dolphins 166 EQ: The Missing Link in Employee Testing 167 Necessary Endings 169 Index 173

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Book SynopsisA guide for financial advisors who are ready to embrace new opportunities The Enduring Advisory Firm is a book for the forward-thinking financial advisor. Financial advisement is traditionally a hands-on field, so few in the industry feel threatened by the shifting social and technological landscape. In this book, Mark Tibergienroutinely named one of the most influential people in the financial services worldand Kim Dellarocca make a compelling case for taking a closer look at technology and other big-deal industry trends in order to move the business of financial advice into the next stage of its evolution. Combining a facts-based approach with case studies and examples from the field, The Enduring Advisory Firm will ignite your imagination by demonstrating practical strategies for attracting clients and streamlining operations. Today''s smart practice managers are focusing on emerging topics like the needs and expectations of the Millennial generation, Table of ContentsAcknowledgments ix Preface xi PART I: THE STATE OF THE ADVISORY BUSINESS CHAPTER 1 Key Business Trends 3 CHAPTER 2 What Business Are You In? 15 PART II: THE ROLE OF DEMOGRAPHICS AND THE ABILITY TO GROW CHAPTER 3 A New Paradigm for Relating and Growing Relationships 31 CHAPTER 4 The Mature Client 41 CHAPTER 5 The Baby Boomers 55 CHAPTER 6 The Generation X Client 69 CHAPTER 7 Millennials 83 CHAPTER 8 Generation Z and Beyond 93 CHAPTER 9 Investing Women 99 PART III: BRINGING CHANGE TO YOUR PRACTICE CHAPTER 10 Transforming from Practice to Business 119 CHAPTER 11 Culture Wars 135 CHAPTER 12 A Vision and Leader for the Future 153 Index 173

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Book SynopsisA practitioner-focused approach to strategy and real-world strategic thinking This 3rd edition has been revised and updated throughout to reflect the current thinking in strategy in view of the current economic and business climate. It questions how we are thinking differently about strategy now, in light of emerging from the global economic crisis. It includes new and updated case illustrations throughout,plus a new chapter on Strategy Execution and Performance Appraisal. Rigorously founded on current thinking and theoretical concepts in the field of strategic management, Strategy in Practice: Provides the strategy practitioner with a systematic and insight-driven approach to strategic thinking Establishes and translates the relevance of strategy theory to its application in the practice field Leads you through the strategic thinking process, beginning with the formulation of compelling and clearly articulated strategic questions that set the sTable of ContentsPreface to the First Edition vii Preface to the Second Edition xv Preface to the Third Edition xix About the Author xxiii 1 Introduction to Strategy in Practice 1 2 Strategic Thinking 31 3 Sense Making and Strategic Insight 55 4 Insight-Driven Strategic Analysis 87 5 High-Level, “Big-Picture” Strategic Analysis 119 6 Supporting-Level Strategic Analysis 175 7 Strategy Formation and Evaluation of Strategic Options 219 8 Strategy Execution and Performance Appraisal 255 9 Insight-Driven Strategy in Perspective 293 Appendices: Putting Strategy to Practice 317 Appendix A: Probing the Strategic Boundaries of the Firm’s Unique Competing Space 319 Appendix B: Strategy Mapping and Narrative (based on Analysis of the Relevant Strategy Building Blocks) 331 Index 341

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Book SynopsisA practical framework for revenue-boosting supply chain management Next Generation Demand Management is a guidebook to next generation Demand Management, with an implementation framework that improves revenue forecasts and enhances profitability.Table of ContentsForeword xiii Preface xv Acknowledgments xxi About the Author xxiii Chapter 1 The Current State 1 Why Demand Management Matters More Than Ever 4 Current Challenges and Opportunities 14 Primary Obstacles to Achieving Demand Management Planning Goals 21 Why Do Companies Continue to Dismiss the Value of Demand Management? 23 Summary 28 Key Learnings 29 Notes 30 Further Reading 30 Chapter 2 The Journey 31 Starting the Supply Chain Journey 32 Introducing Sales & Operations Planning (S&OP) into the Supply Chain Journey 34 Sales & Operations Planning Connection 34 Transitioning to a Demand-Driven Supply Chain 40 The Digitalization of the Supply Chain 46 Leveraging New Scalable Technology 51 Benefits 52 Summary 53 Key Learnings 54 Notes 57 Chapter 3 The Data 59 What Is Big Data? 60 Why Is Downstream Data Important? 68 Demand Management Data Challenges 71 CPG Company Case Study 75 Does Demand History Really Need to Be Cleansed? 78 How Much Data Should Be Used? 81 Demand-Signal Repositories 82 What Is Demand Signal Analytics? 86 Demand Signal Analytics Key Benefits 87 Summary 89 Key Learnings 91 Notes 92 Further Reading 93 Chapter 4 The Process 95 Centers of Forecasting Excellence 97 Demand Management Champion 99 Demand-Driven Planning 100 What Is Demand Sensing and Shaping? 100 A New Paradigm Shift 113 Large-Scale Automatic Hierarchical Forecasting 115 Transactional Data 116 Time Series Data 117 Forecasting Models 117 Skill Requirements 120 Summary 121 Key Learnings 123 Further Reading 125 Chapter 5 Performance Metrics 127 Why MAPE Is Not Always the Best Metric 128 Why In-Sample/Out-of-Sample Measurement Is So Important 131 Forecastability 135 Forecast Value Added 137 Ho: Your Forecasting Process Has No Effect 138 Summary 144 Key Learnings 145 Notes 146 Further Reading 146 Chapter 6 The Analytics 147 Underlying Fundaments of Statistical Models 148 How Predictable Is the Future? 153 Importance of Segmentation of Your Products 157 Consumption-Based Modeling 167 Consumption-Based Modeling Using Multi-Tiered Causal Analysis 168 Consumption-Based Modeling Case Study 170 Summary 179 Key Learnings 180 Notes 181 Further Reading 181 Chapter 7 The Demand Planning Brief 183 Demand Planning Brief 186 Overview 187 Background 188 Recommended Forecast Methodology 188 Model Hierarchy 190 Model Selection Criteria 190 Supporting Information 192 Analytic Snapshot 194 Model Selection and Interpretation 199 Scenario Analysis 205 Summary 212 Key Learnings 213 Chapter 8 The Strategic Roadmap 215 Current State versus Future State 216 Current State 223 Future State 226 Gaps and Interdependencies 237 Strategic Roadmap 245 Summary 252 Index 253

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Book SynopsisThe Innovation of Globalization proven strategies to succeed and out-compete emerging competition Does your company know how to compete effectively in the evolving global business arena? What tactics must your company use to overcome price discounting wars that cut into your margins? What are the strategies your new rivals incorporate that may prove more valuable to customers than the superior products you offer? The China Factorequips Western businesses with a practical framework for competing successfully in today's ever-changing global markets. Written by an expertin competitive strategy and global market expansion, this book is packed with insights gained through first-hand experience leading competitive programs at a high-tech multinational corporation and extensive research. When it comes to globalization, the rules have changedwhat was once nice-to-know is now need-to-know, and this book lays it out in a clear, no-nonsense style. BasTable of ContentsForeword by Ken Wilcox xi Introduction 1 SECTION I State of Affairs 13 CHAPTER 1 The Art of War . . . and Money 15 CHAPTER 2 East and West: The Current State of Affairs 21 CHAPTER 3 How China Came Up the Ladder (and So Quickly) 29 CHAPTER 4 The West No Longer Rules 35 CHAPTER 5 Introduction to the Marketing Framework for Our Analysis 41 SECTION II China 49 CHAPTER 6 How the Chinese Do Business à la the 5Ps: A Brief Summary 51 CHAPTER 7 Market Segmentation and Target Market Selection + China’s Market Penetration Approach 57 CHAPTER 8 China: Product => Solution and Innovation 65 CHAPTER 9 China: Price => Value-Add 73 CHAPTER 10 China: Place => Partnerships 85 CHAPTER 11 China: Promotion => Customer Relationships and Culture 93 CHAPTER 12 China: Politics => The 5th P—The Geopolitical Dimension 105 SECTION III The West 113 CHAPTER 13 Recommendations for the West and Application of the 5Ps 115 CHAPTER 14 The West: Product => Solution and Innovation 119 CHAPTER 15 The West: Price => Value-Add 131 CHAPTER 16 The West: Place => Partnerships 143 CHAPTER 17 The West: Promotion => Customer Relationships and Culture 151 CHAPTER 18 The West: Politics => The Geopolitical Dimension 167 CHAPTER 19 Innovation Models: West and East 185 CHAPTER 20 The West: Positioning 205 SECTION IV Case Studies 217 CHAPTER 21 Frenemies: If You Can’t Beat Them, Join Them 219 Conclusion 239 Acknowledgments 241 Appendix A 243 Appendix B 245 Notes 253 Bibliography and Further Reading 261 About the Author 267 Index 269

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Book SynopsisThe essential playbook for the future of your business What To Do When Machines Do Everything is a guidebook to succeeding in the next generation of the digital economy.Trade Review"Instead of being threatened by this new world, I found their practical and helpful advice quite optimistic." (Financial Advisor, March 2017)Table of ContentsPreface ix Chapter 1 When Machines Do Everything 1 Like It or Not, This Is Happening 3 Digital That Matters 4 Playing the New Game 6 But Will I Be Automated Away? 8 Getting AHEAD in the Age of the New Machine 9 Chapter 2 From Stall to Boom: We’ve Been Here Before 13 When Machines Do Everything, What Happens to Us? 14 But Haven’t Our Computers Made Us More Productive? 15 Carlota’s Way 16 Riding the Waves 17 Three Big Reasons Why a Boom Is About to Occur 21 From Stall to Boom, a Time of Optimism 31 Chapter 3 There Will Be Blood 33 Predictions of Massive Job Losses via AI 33 Manual vs. Knowledge Labor: As Goes the Factory, So Goes the Office? 36 Don’t Confuse Jobs with Tasks 38 Don’t Overlook the Job-Growth Story 40 The Pace of This Transition 42 Getting AHEAD in a Time of Churn 43 Chapter 4 The New Machine: Systems of Intelligence 45 Defining the New Machine 46 Meet the Machine: Anatomy of a System of Intelligence 50 Systems of Intelligence in Action 56 What Does “Good” Look Like? Attributes of a Successful System of Intelligence 59 From Vapor to Value 63 Chapter 5 Your New Raw Materials: Data Is Better than Oil 65 Turning Data from a Liability into an Asset 66 Managing the Data Supply Chain 68 Business Analytics: Turning Data into Meaning 70 If It Costs More than $5, and You Can’t Eat It, Instrument It! 71 The Home-Field Advantage of Big Companies 73 Data Is Job One 76 Chapter 6 Digital Business Models: Your Five Ways to Beat Silicon Valley 77 Hybrid Is the New Black 81 Avoiding the Four Traps 82 Five Ways to Mine Gold from the New Machines 90 The Management Opportunity of a Generation 92 Chapter 7 Automate: The Robots Aren’t Coming; They’re Here 95 Automation Is Not Optional 96 Software Should Be Eating Your Core Operations 102 What to Do on Monday? Flick Your Automation-On Switch 107 Automation Is a Means, Not an End 113 Chapter 8 Halo: Instrument Everything, Change the Game 115 Every “Thing” Is Now a Code Generator 116 Become a “Know-It-All” 120 What to Do on Monday? Capitalize on Code 124 Digits over Widgets: The Next Age of Business and Technology 132 Chapter 9 Enhance: Amplify Human Performance with the New Machine 133 Stone Age, Bronze Age, Iron Age Digital Age 135 Enhanced Jobs Will Be Protected Jobs 136 Smart Robots Make Smarter Hands 141 What to Do on Monday? Partner with Systems of Intelligence 145 You + New Tools = Enhancement 151 Chapter 10 Abundance: Finding Your 10X Opportunities with the New Machine 153 What to Do on Monday? Find Abundance in Your Organization 157 Increasing Prosperity by Lowering Prices 165 Chapter 11 Discovery: Manage Innovation for the Digital Economy 167 R&D Without AI Is No R&D at All 171 Discovery Is Hard, but Not as Hard as Being Irrelevant 176 What to Do on Monday? Don’t Short Human Imagination 176 Create Your Own Budding Effect 185 Chapter 12 Competing on Code: A Call to Action from the Future 187 AI for Pragmatists 188 The Digital Build-Out Is Here 189 Align the Three M’s 190 Move AHEAD 191 Courage and Faith in the Future 192 Acknowledgments 195 Photo Credits 197 Disclaimers 199 Notes 205 Index 223

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Book SynopsisA practical how-to guide for more effective planningthrough multi-actor modelling Careful planning is the cornerstone of a successful initiative, and any plan, policy, or business strategy can only be successful if it has the support of different actors. These actors may beactively pursuing their own agendas, so the plan must not only offer an optimal solution to theproblem, but must also fit the needs and abilities of the actors involved. Actor and Strategy Models: Practical Applications and Step-wise Approaches provides a primer on multi-actormodelling, based on the fundamental premise that actor strategies are explained by investigatingwhat actors can do, think, and want to achieve. Covering a variety of models with detailed background and case examples, this book focuses on practical application. Step-by-step instructions for each approach provide immediately actionable insight, while a general framework for actor and strategy modelling allows the reaTable of ContentsPreface ix Acknowledgements xi Part I Introduction 1 1 The Need for Actor and Strategy Models 3 1.1 Actors and Decision-Making 3 1.2 Applications of Actor and Strategy Models 4 1.3 Scope and Structure of This Book 6 References 10 2 A Framework for Actor and Strategy Modeling 13 2.1 What are Strategic Actors? 13 2.2 Conceptual Framework for Strategic Actor Interactions 17 2.3 Overview of Actor and Strategy Models 23 2.4 Step-Wise Approach for Actor and Strategy Modeling 27 2.5 Challenges in Modeling Strategic Actor Interactions 32 References 36 Part II Models and Applications 39 3 Scanning Your Actor Network as Part of Problem Diagnosis 41 3.1 Diagnosis for Strategic Interaction Problems 41 3.2 Stakeholder Analysis and Actor Network Scanning 42 3.3 Step-Wise Approach for Actor Network Scanning 43 3.4 Case Application: Offshore Wind Energy 58 3.5 Summary and Further Reading 68 References 69 Part II-A Values 71 4 Identifying, Structuring, and Measuring Values: Value-Focused Thinking 73 4.1 Values as Fundamental Drivers of Actor Processes 74 4.2 Value-Focused Thinking for Multi-actor Issues 75 4.3 Step-Wise Approach for Value-Focused Thinking for Multiple Actors 77 4.4 Case Application: Rural Livelihoods in Tanzania 88 4.5 Summary and Further Reading 99 References 100 Part II-B Resource Dependencies 103 5 Making a Move: Analysis of Options and Conflict Graphs 105 5.1 Strategic Use of Resources to Shape Environments 105 5.2 Analysis of Options 106 5.3 Step-Wise Approach for Analysis of Options 113 5.4 Case Application: Volunteered Geographical Information 121 5.5 Case Application: Solar Power 135 5.6 Summary and Further Reading 142 References 144 6 Appraising the Strategic Value of Information: Extensive Games 149 6.1 The Role of Resources and Information in Strategic Games 150 6.2 Game Theory and Social Dilemmas 150 6.3 Step-Wise Approach for Extensive Games 158 6.4 Case Application: Supply Chain Management 166 6.5 Summary and Further Reading 179 References 180 7 Looking for Coalitions: Cooperative Game Theory 183 7.1 Group Capability and Cooperation 183 7.2 Cooperative Game Theory 184 7.3 Step-Wise Approach for Analyzing Cooperative Potential 190 7.4 Case Application: Renewable Energy 202 7.5 Summary and Further Reading 209 Appendix 7.A: R Code to Support Cooperative Analyses 210 References 214 8 Identifying Opportunities for Exchange: Transactional Analysis 217 Jos S. Timmermans 8.1 Multi-actor Decision-Making as an Exchange of Control over Resources 218 8.2 Transactional Analysis 218 8.3 Step-Wise Approach for Transactional Analysis 221 8.4 Case Application: Rural Water Management in the Netherlands 229 8.5 Summary and Further Reading 238 Appendix 8.A: Calculation of Dependencies 239 Appendix 8.B: Calculation of Equilibrium Control 240 References 243 Part II-C Perceptions 245 9 Capturing Problem Perceptions: Comparative Cognitive Mapping 247 9.1 How Perceptions Can Help Explain (In)Activity in Multi-actor Settings 247 9.2 Comparative Cognitive Mapping 249 9.3 Step-Wise Approach for Comparative Cognitive Mapping 253 9.4 Case Application: Pollution Control for Urban Public Spaces 263 9.5 Summary and Further Reading 273 References 274 10 Reconstructing Debate: Argumentative Analysis 277 10.1 Debates Fuelled by Competing Claims 277 10.2 Argumentative Analysis 278 10.3 Step-Wise Approach for Argumentative Analysis 281 10.4 Case Application: Watershed Protection in the Philippines 286 10.5 Summary and Further Reading 302 References 303 Part II-D Networks 305 11 Scrutinizing Relations that Shape Actions: Social Network Analysis 307 Mark de Reuver 11.1 The Importance of Relations Between Actors 308 11.2 Social Network Analysis 308 11.3 Step-Wise Approach for Social Network Analysis 312 11.4 Case Application: Innovation Network for Internet Video Services 318 11.5 Summary and Further Reading 327 References 328 Part III Comparison and Reflection 331 12 Actor Models: Comparison and Reflection 333 12.1 When to Use What Model? 333 12.2 Illustrative Comparison of the Use of Models for a Single Case 339 12.3 Revisiting the Challenges Involved in Analyzing Actors and Strategies 353 12.4 Next Steps in the Future of Actor and Strategy Models 358 References 360 Index 363

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Book SynopsisFace the future on the crest of the wave while the rest are pulled under The Future-Proof Workplace is a survival guide for the new realities of business. The future is no longer some far-off destination; it is here, right now, and already changing the way we work. Historically, the sea-changes have advanced humanity and inspired us to reach even further; from the Dark Ages to the Age of Enlightenment, from agrarian to industrial societiesand today is no different. But only those who are ready for the changes will come out thriving. This book highlights the changes already taking place around us: the transition from skills to knowledge, the neuroscience approach to leadership and motivation, galloping technical advances, and more. Whether you''re a CEO, a leader or manager, or just trying to survive the chaos, this invaluable guide is your wake-up callthe future is now. The new forces emerging must be understood now if your organization is to succeed. This boTable of ContentsForeword Marshall Goldsmith xv Chapter 1 Surviving and Thriving in Turbulence 1 Today, Not Tomorrow 2 Waves of Change 2 Digitization and Change 4 Changing Demographics 5 Globalization Is Now 6 Shock and Awe 7 Six Factors of Change 8 Looking Ahead 17 The Future Happened Yesterday 18 Chapter 2 Leadership: Leading the Future 21 An Old Brand of Leadership 22 Self-Focused Leadership 23 Greed 24 The Consequences 26 Twenty-First-Century Leadership 27 The Privilege of Leadership 28 Personal Values Create Company Values 28 Defining Values 31 Leaders with Heart 32 A Decision to Lead 37 Future-Proof Your Company 39 Future-Proof Your Career 40 Chapter 3 Culture: The Key for Innovation and Speed 41 What’s the Difference? 41 Culture and the Customer 43 The Evolution of Culture 45 Understanding Culture 46 Fast-Forward Culture 47 The Values and Culture Connection 48 Bringing Culture to Light 49 How Do You Create a Culture That Hums? 55 Hard Choices 56 Leading a Future-Proof Culture 57 Future-Proof Your Company 59 Future-Proof Your Career 60 Chapter 4 Purpose: Navigating Turbulent Waters 61 Mission and Vision 62 What Are We Building? 64 Purpose 67 Purpose Is Inspiring 68 The Power of Purpose 69 Purpose and People 71 Banking on Purpose 72 Future-Proof Your Company 75 Future-Proof Your Career 76 Chapter 5 Relationships: Our Connected Future 77 A Tale of Two Parts: Morag’s Story 79 Relationship with Work 81 Work in the Future-Past 83 Career Lattice 85 Relationship with Employer 88 Relationship with Colleagues 90 Relationship with Cultures 92 Relationship with the Community 93 Relationship with Our Network 94 Balancing Is No Act 96 Future-Proof Your Company 98 Future-Proof Your Career 99 Chapter 6 Diversity and Inclusion: Future Inclusion 101 Sea Change 102 The Facts about Women 103 Stereotyping Is Personal 105 When Bias Seems Pragmatic 107 Brain Science, Bias, and Diversity 109 Stereotyping and Personal Beliefs 111 Vicious Cycles 112 Bias in the Mirror 112 Rewiring Inclusion 114 Taking Action 115 Future-Proof Your Company 116 Future-Proof Your Career 117 Chapter 7 Technology: Resistance Is Futile 119 Technology the Disrupter and Enabler 121 Data Is Big 122 Genuine Intelligence 125 Uploading into Society 127 What’s Your Response Time? 129 Future Workforce 131 Changing Identities 132 Everything Is Connected and Transparent 135 Personal Impact 136 Your Reality 137 Catching the Wave 139 Future-Proof Your Company 141 Future-Proof Your Career 142 Chapter 8 Learning: Curious Learners 143 The Hare and the Tortoise 144 Welcome to the Nano-Degree 146 Curiosity in the Driver’s Seat 147 Introducing the “T” Learner 150 Soft Skills Finally Take Center Stage 152 Collecting Credentials Instead of Certificates 153 Are You Learning Agile? 155 Modernizing Talent Management 155 The Old Days of Too Young 156 We Can’t Afford a Training Budget 157 Learning Is a Contact Sport 158 Build a Learning Culture 158 A Global Learning Mind-Set 161 Content Curation and Knowledge Management 162 Throw Out the HR Rule Book 163 Performance Management Becomes the Performance Moment 165 Rewrite the Training Policies 166 We All Want to Learn 167 Future-Proof Your Company 168 Future-Proof Your Career 169 Chapter 9 Workspace: The Future-Proof Workspace 171 Time to Take Back the Key to the Executive Washroom 172 Down with the Cubicle Farm 172 It Takes More than a Ping-Pong Table 174 From Water Coolers to Watering Holes 175 Anytime, Anywhere 176 From Corporate Campus to Community Campus 178 Designing for Wellness 179 Social and Environmental Responsibility 180 What Can You Transform Today? 180 Future-Proof Your Company 182 Future-Proof Your Career 183 Chapter 10 Future-Proof Workplace: Waves of Change 185 The Human Wave 187 Leading the Future 188 Culture Determines Innovation and Speed 190 Navigating with Purpose 191 Our Relational Future 192 Future Inclusion 192 Resistance Is Futile—Technology 193 Curious Learners 194 The Future-Proof Workspace 194 Work Matters 195 Tidal Waves 196 Overwhelmed? 198 The Future 198 Follow Our Three Es 199 Notes 201 Acknowledgments 205 Welcome to the Future of Work 207 About the Authors 209 Also by the Authors 211 Index 217

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Book SynopsisTable of ContentsChapter 1 The Time I Ruined Easter 1 Lessons Learned the Hard Way 8 Additional Lessons for You 12 Who Was at Fault? 14 Remember This Crucial Element 15 Why Me? 16 Why You? 17 W.I.S.D.O.M. 19 Chapter 2 Mr./Ms. Cellophane 23 The New Kid on the Block 26 W.I.S.D.O.M. for the Board and CEO 38 Making Mr./Ms. Cellophane Visible 41 Chapter 3 “Good Morning, This is Your Wakeup Call.” 47 The Best Defense 54 W.I.S.D.O.M. for the Employee 59 Chapter 4 Stop the Line 69 The Internet of Terrorism 74 W.I.S.D.O.M. for the Product Developer 80 Chapter 5 Bridging the Gap 87 When Too Much of a Good Thing is Bad 90 It Wasn’t Always This Way 92 W.I.S.D.O.M. for HR Professionals 96 Chapter 6 Luck Favors the Prepared 109 BREACH! 112 Preparing for Battle 115 W.I.S.D.O.M. for the Marketer/Communicator 119 Chapter 7 Interesting Bedfellows 127 The More Things Change . . . 132 . . . the More They Stay the Same 137 W.I.S.D.O.M. for the Finance Professional 142 Chapter 8 Mr./Ms. Cellophane (Reprise) 147 A Picture is Worth a Thousand Words 149 Letting Go to Hold On 153 Assuming the Mantle 156 W.I.S.D.O.M. for the Cybersecurity Professional 158 Chapter 9 Experiencing a Culture of Security 169 Chapter 10 A Culture of Security for All 187 W.I.S.D.O.M. for the CEO/Board Member 191 W.I.S.D.O.M. for the Employee 191 W.I.S.D.O.M. for the Product Developer 192 W.I.S.D.O.M. for the HR Professional 192 W.I.S.D.O.M. for the Marketer/Communicator 193 W.I.S.D.O.M. for the Finance Professional 194 W.I.S.D.O.M. for the Cybersecurity Professional 198 Acknowledgments 201 About the Author 203 Index 205

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Book SynopsisA practical handbook for using Exponential Organization to transform your organizationand disrupt your industryin 10 weeks Today's top business challenge is adapting to accelerating technological and global change. In his bestselling book Exponential Organizations, author Salim Ismail described a new type of organization that thrives amidst industry disruption. Since then, he has helped organizations disrupt their own industriesby applying Exponential Organization (ExO) principles. From this work emerged the 10-week transformation process explained in this book, called the ExO Sprint. Exponential Transformation is the detailed implementation handbook for becoming anExponential Organization. The book enables organizations to speed up their transformation and overcome the obstacles to success. Lead a 10-week ExO Sprint Evolve in order to navigate industry disruption Become an Exponential Organization Block the

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Book SynopsisPrepares leaders for the 2020san accessible guide to the key technologies that will reshape business in the coming decade Most businesses identify six key digital technologiesartificial intelligence (AI), distributed ledgers and blockchain, the Internet of Things (IoT), autonomous machines, virtual and augmented reality, and 5G communicationas critical to their relevance and growth over the coming ten years. These new disruptive technologies present significant opportunity for businesses in every industry. The first businesses to understand automation and these transformative technologies will be the ones to reap the greatest rewards in the marketplace. The Innovation Ultimatum helps leaders understand the key technologies poised to reshape business in the next decade and prepare their organizations for technology-enabled change. Using straightforward, jargon-free language, this important resource provides a set of strategic questions every leader will need to ask and answer in order to prepare for the impending changes to the business landscape. Author Steve Brown shares his insights to help leaders take full advantage of the next wave of digital transformation and describes compelling examples of how businesses are already embracing new technologies to optimize operations, create new value, and serve customers in new ways. Written for anyone that wants to understand how automation and new technology will fundamentally restructure business, this book enables readers to: Understand the implications of technology-driven change across industrial sectorsApply important insights to their own businessGain competitive advantage by implementing new technologiesPrepare for the future of work and understand the skills needed to thrive in a post-automation economyAdopt critical digital technologies in any organization Providing invaluable cutting-edge content, The Innovation Ultimatum is a much-needed source of guidance and inspiration for business leaders, board members, C-suite executives, and senior managers who need to prepare their businesses for the future.Table of ContentsForeword: Don’t Fear the Future . . . Prepare for it xiii Introduction: To Survive, Every Company Must Become a Tech Company xv The Innovation Ultimatum xv The Innovator’s Palette xvi Should I Be Afraid or Excited? xix Getting the Most Out of This Book xx Don’t Panic; Don’t Wait; Get Help xxi Part I: Six Technologies That Will Reshape Business in the Next Decade 1 1 Artificial Intelligence 3 What is it and Why is it Important? 3 What Can You Do with It? 6 How AI Works 22 Beyond Deep Learning: The Future of Artificial Intelligence 27 Narrow, General, and Super Intelligence 30 Strategies to Get You Started 31 2 Sensors and the Internet of Things (IoT) 37 Cheap, Tiny Computers and 100 Trillion Sensors Make Everything Smart and Connected 38 What Can You Do with It? 40 Strategies to Get Eyes on Your Business and Act on Events in Real Time 55 3 Autonomous Machines—Robots, Cobots, Drones, and Self-Driving Vehicles 57 What are they and Why are they Important? 57 What Can They Do? 58 Strategies for Success 65 4 Distributed Ledgers and Blockchains 67 Beyond Cryptocurrencies: Why Blockchain is a Big Deal 67 Blockchain 101 69 Cryptocurrencies, Tokens, Smart Contracts, and dApps 71 Establishing Truth in a Trustless World 74 Shifting Incentives with Token Economics 75 Key Applications for Blockchain Technology 76 The Future of Blockchain 87 Strategies to Get You Started with Blockchain 89 5 Virtual, Augmented, and Mixed Reality 93 What are they and Why are they Important? 93 What Can You Do with Them? 96 Strategies for Success 101 6 Connecting Everything and Everyone: 5G Networks and Satellite Constellations 105 5G—A Lot More Than Just Faster Phones 106 Connected Factories, Hospitals, Cities, Vehicles, and People 109 The Structure of 5G Networks 111 Connected Planet: Reaching the Next 4 Billion People 114 Part II: Key Concepts to Help Your Business Adapt and Thrive 119 7 Align Your Automation Strategy with Your Corporate Purpose 121 Automation is Inevitable: Make Sure You Get it Right 122 Raise Your Aim: Solve a Higher Class of Business Problems with the Intimacy of IoT 126 Build Human/Machine Partnerships to Boost Productivity, Improve Quality, and Increase Employee Engagement 130 The Importance of a Thoughtful Approach to Automation 136 8 The Data Ultimatum: Data as Fuel for Business Innovation 139 The Strategic Importance of Data: Data-Driven Decisions, Hungry AI, and Frictionless Experiences 139 Create New Value with Data 144 Elevate Your Offering: Products to Services to Experiences to Transformations 145 Data Spirals: Create Increasing Levels of Value Using Moore’s Law of Data 146 9 The Future of Work: What to Expect and How to Make Yourself “Robot-Proof” 149 The History of Work: From the Physical to the Knowledge Era 149 The Next Era of Work: Augmented Work 150 Automation Armageddon: Plan a “Robot-Proof ” Career 152 New Technology Creates New Types of Work 160 Keeping the World Spinning in the Postautomation Economy 161 Part III: Lessons from Industry, Sector by Sector 165 10 Keeping Healthcare Healthy: What Every Business Can Learn from Healthcare Tech 167 The Challenge: Meeting the Needs of an Aging Population 168 Artificial Intelligence Improves Patient Interactions and Outcomes 169 Healthcare Gets Personal with Precision Medicine 174 Drones Save Lives 175 The Remote-Monitored Patient: Sensors and Wearables Flip the Model 177 Blockchain-Based Medical Records Reward Healthy Behavior and Take Us Beyond Accidental Wellness 178 Augmented Reality and 5G Transform Telesurgery and Telemedicine 180 11 Transforming Human Mobility: What Every Business Can Learn from Transport Tech 183 The Challenge: Climate, Traffic, and Moving Deathtraps 183 The Next Revolution in Human Mobility: Horseless, Driverless Carriages 185 Vehicles Morph from Products to Services 186 Autonomous Platforms Bring Services to Your Door 189 Autonomous Trucks Transform Haulage 190 Going 3-D: Tunnels, Gondolas, and Passenger Drones 191 Decarbonizing: Electric Cars, Trucks, Trains, Ships, and Planes 194 12 Surviving the Retail Apocalypse: What Every Business Can Learn from Retail Tech 199 The Challenge: E-Commerce and the Retail Apocalypse 200 Digital, Frictionless, and Unstaffed Stores 201 Shopping with Smart Shelves, Chatbots, and Robots 204 AI Transforms the Shopper Journey 206 Home Shopping with Voice, Gesture, and Augmented Reality 209 13 Cheap, On-Time, Safe, and Genuine: What Every Business Needs to Know about Future SupplyChains 211 The Challenge: Shifting Expectations and Widespread Fraud 211 Streamlined Logistics with IoT, Autonomous Vehicles, Robots, and Drones 216 Blockchain Speeds Audits, Builds Provenance, Aligns Incentives, and Fights Fraud 219 How to Build a Brand-Centric Supply Chain 221 14 Smart Factories and Augmented Factory Workers: What Every Business Can Learn fromManufacturing Tech 225 The Challenge: Mass Customization and Globalization 226 Generative Design Melds Human Creativity and Machine Intelligence 227 Robots and Cobots Boost Productivity and Reduce Worker’s Comp Claims 228 Digital Dexterity: Next-Generation Robots Learn to Manipulate Objects as Humans Do 230 Exoskeletons Turn Factory Workers into Ellen Ripley 231 Augmented Workers Improve Training, Aid Compliance, and Reduce Liability 232 Your Next QA May Be an AI 233 Distributed Manufacturing and the Mega Corporation with One Employee 234 Industry 4.0/5.0 and the Sentient Factory 239 15 Removing Chaos from Construction and Intermediaries from Transactions: What Every BusinessCan Learn from Real Estate Tech 243 The Challenge: Mistakes, Margins, and Glacial Transactions 243 Generative Design Transforms Architecture 245 From 2-D Plans to 3-D Augmented Reality Models 246 Robot Construction Workers, Drones, and 3-D-Printed Structures 247 AI Aids Real Estate 249 Blockchains Speed Transactions, Limit Fraud, and Create New Funding Models 250 Tokenized Assets Democratize Property Investment 252 Crowdfunded Mortgages Compete with Banks 253 16 Preparing Our Population for the Post-Automation Economy: Lessons for the Future of Education 255 The Challenge: A System Designed for a Bygone Era 255 How Technology is Transforming the Sector 258 Stagnant Sectors Will Experience the Same Pressures as Education 262 17 Embracing Technology in the Service of People 265 Strategies Lie at the Intersection of Possibility and Purpose 265 Honor Individuality, Elevate Human Work, and Create Frictionless Experiences 267 Key Strategic Discussions You Must Drive to Determine Next Steps 270 Final Thoughts and Encouragement for Tomorrow’s Leaders 275 Acknowledgments 277 About the Author 281 Index 283

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Book SynopsisCMI MANAGEMENT BOOK OF THE YEAR 2021 - SHORTLIST''Business Recoded is a great source of inspiration for leaders who want to explore, shape and prepare themselves for the future.''ALEXANDER OSTERWALDER, author of Business Model Generation and The Invincible Company ''It is not often that we have moments of magic in any business. What Peter has given us is more than just ideas and inspiration, but a whole way of thinking about how we could reinvent our future, and start making it happen tomorrow.''ALBERTO UNCINI-MANGANELLI, GM and SVP, Adidas ''With energy, enthusiasm and a deep reservoir of fantastic examples, Peter Fisk maps out what each of us needs to do in order to re-calibrate ourselves and our organizations to create the future. Business Recoded is persuasive and compelling.''STUART CRAINER, founder, Thinkers50 ''Peter Fisk's excellent new book, Business Recoded, wiTable of ContentsIntroduction: Recode xvii Business needs a new code for success xvii Why do we need to recode? xviii The future isn’t like it used to be xx The new DNA of business xxii The new DNA of business xxiv The new DNA of leadership xxvii Have the courage to lead the future xxx Inspirations to change your world xxxi Inspiration 1 Eliud Kipchoge xxxi Inspiration 2 DeepMind xxxvi Inspiration 3 Tan Le xl Inspiration 4 Satya Nadella xliii Inspiration 5 Mary Barra xlvii Inspiration 6 Jack Ma l Inspiration 7 JK Rowling liv SHIFT 1 AURORA: Recode your future 1 How will you reinvent your business for a better future? 1 Code 1 What’s your future potential? 3 Look forwards not back 5 What’s your future potential? 9 Leaders need to be farsighted 14 Code 2 Have a future mindset 19 Open your mind to newness 20 Grow yourself, and your business 24 Create the future in your own vision 26 Code 3 Imagine a better business 28 The deep flaws of capitalism 28 Business as a platform for change 31 The $12 trillion opportunity of the SDGs 35 Code 4 Find your inspiring purpose 38 Finding your purpose 39 Purpose-driven companies do better 41 Turning inspiring purpose into practical action 44 Code 5 Create your future story 47 What’s your future story? 48 Pixar and the hero’s journey 51 The future story of your business 52 Code 6 Deliver more positive impact 54 Profitability and value creation 55 From shareholders to stakeholders 57 Smarter choices, positive impact 60 Code 7 Be the radical optimist 62 Believe in better 63 Be curious and optimistic 66 Be the change 68 Summary: How will you recode your future? 70 SHIFT 2 KOMOREBI: Recode your growth 73 Where are the best opportunities to grow further and faster? 73 Code 8 Ride with the megatrends 75 Code 9 Find new sources of growth 86 Finding the future first 88 Seeing things differently 91 The 12 sources of growth 93 Code 10 Embrace the Asian century 96 Incredible Asia 98 The new Silk Roads 100 Learning from growth markets 102 Code 11 Embrace technology and humanity 107 The 4th Industrial Revolution 108 AI is rocket fuel for growth 113 Humanising technology 117 Code 12 Start from the future back 120 Jump to the future 121 Explore future scenarios 122 Map the growth horizons 125 Code 13 Accelerate through networks 128 The exponential value of networks 129 Linear business vs. network business 131 15 types of network effects 133 Code 14 Build a growth portfolio 136 Infinite and invincible 138 Exploit the present and explore the future 139 Leading for relentless growth 141 Summary: How will you recode your growth? 142 SHIFT 3 TRANSCENDENT: Recode your market 145 How will you reshape your market to your advantage? 145 Code 15 Explore the market matrix 147 Blurred boundaries 147 Multi-dimensional markets 150 What business are you really in? 153 Code 16 Disrupt the disruptors 155 Every market is disrupted 155 How corporates can disrupt the disruptors 158 Change the game to your advantage 159 Code 17 Capture the customer agenda 162 The new customer agenda 163 The new customer value equation 165 Code 18 Create new market spaces 168 Creating new markets 169 Power to the people 171 Every business is a “consumer” business 173 Code 19 Build trust with authenticity 176 Trust is a defining issue 177 Being real, authentic and transparent 179 People trust people 181 Code 20 Develop brands with purpose 183 Brands are about people not products 184 Build a manifesto brand 186 Deliver better value propositions 189 Code 21 Enable people to achieve more 191 Enabling more 192 Building a brand community 194 Communities built on passions 196 Summary: How will you recode your market? 197 SHIFT 4 INGENUITY: Recode your innovation 201 What does it take to drive more radical innovation? 201 Code 22 Be ingenious 203 Imagination, creativity and innovation 204 Imagining better 207 Amore inspired approach to innovation 210 Code 23 Search for better ideas 213 Where do good ideas come from? 214 Troublemakers and rulebreakers 217 Start by asking better questions 218 Code 24 Embrace a designer mindset 221 Design as creative problem-solving 222 Human-centred thinking 223 Design is function and form 226 Code 25 Create unusual connections 228 Creative fusions 229 Inspired by nature 231 Inspired by parallel markets 233 Code 26 Develop new business models 235 Innovating the whole business 237 Defining the business model 238 Innovating the business model 240 Code 27 Experiment with speed and agility 243 Fast experiments 244 Scale and multiply 246 “It’s always Day 1” 250 Code 28 Dream crazy 252 The moonshot factory 252 10x better, not just 10% 254 Creating the future at X 255 Summary: How will you recode your innovation? 257 SHIFT 5 UBUNTU: Recode your organisation 261 How can the best teams achieve more together? 261 Code 29 Do human, inspiring work 263 Rise of the superhumans 264 The future of work 267 More human, more creative, more female 270 Code 30 Work as a living organisation 272 The quantum mechanics of business 273 Organisations as living organisms 276 The end of hierarchy 279 Code 31 Collaborate in fast projects 281 Teams beat individuals 283 From functions to projects 284 Fast and collaborative projects 285 Code 32 Align individuals and organisations 287 Individuals and Organisations 288 Inclusion drives cognitive diversity 290 Code 33 Create energy and rhythm 291 Learning as your advantage 293 Energising people 296 The rhythm of progress 298 Code 34 Be an extreme team 300 Create your “Kapa o Pango” 300 The team always wins 302 Fearless and fearsome 304 Code 35 Build a butterfly business 306 Ecosystems beat egosystems 307 Platforms transform markets 310 The “butterfly” business 313 Summary: How will you recode your organisation? 315 SHIFT 6 SYZYGY: Recode your transformation 319 What does it take to transform your business effectively? 319 Code 36 Transform your business 321 Business transformation 323 Pivot to a new space 325 Evolve to revolve 327 Code 37 Exploit the core, explore the edge 329 Transform for today and tomorrow 330 Dual Transformation 331 Shifting the core 333 Code 38 Start outside in, and inside out 334 Outside in 336 Inside Out 337 Transforming with purpose 339 Code 39 Engage people in change 340 Boiling frogs and burning platforms 341 Change as an emotional rollercoaster 343 Leading the change 346 Code 40 Build rocket ships to the future 347 Innovation Labs 349 Incubators and accelerators 350 Build your own rocket ship 351 Code 41 Create a circular ecosystem 353 Doughnut economics 354 Circular design 356 Net positive impact 359 Code 42 Have the strategic agility to never stop 361 The never-ending journey 362 Strategic agility 366 Emotional agility 368 Summary: How will you recode your transformation? 369 SHIFT 7 AWESTRUCK: Recode your leadership 373 Do you have the courage to create a better future? 373 Code 43 Step up to lead the future 375 What is leadership? 376 Leaders shape the future 377 Leaders with purpose 381 Code 44 Have the courage to do more 382 Dare to be more 383 Vulnerability and confidence 386 Code 45 Develop your own leadership style 390 How great leaders grow 392 What’s your best leadership style? 396 Evaluating leaders 399 Code 46 Achieve your peak performance 404 Finding your future flow 404 Playing to your strengths 407 The leader’s plastic brain 409 Code 47 Build endurance and resilience 411 The endurance of leaders 412 The resilience of leaders 415 The gratitude of leaders 418 Code 48 Create a better legacy 420 What will you give to the future? 421 How will you create a better world? 424 Letter to the future 429 Code 49 Be extraordinary 431 The people we admire most 433 How will you find your “extra” ordinary? 435 A good time to be extraordinary 437 Summary: How will you recode your leadership? 439 Doing more 443 Online resources 445 Acknowledgements 447 About the author 451 Index 453

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Book SynopsisTable of ContentsForeword by Marshall Goldsmith xiii Introduction: In search of the Golden Ratio of Vision xvii Part I Creation 1 1 Making the Unconscious Conscious, or Why Vision Is Important 3 2 What Lies Behind the ‘Aha’ Moment 23 3 Fighting Anti-Visionary Me 43 Part II Making Vision Strong 63 4 The Six Criteria of a Strong Vision 65 5 Communication: The Seventh Element of a Compelling Vision 83 Part III Execution 97 6 Aligning Execution with Vision 99 7 Quality and Metrics of Vision Management 115 8 Growth: From Uncertainty to Uncertainty 121 9 Decisions, Decisions, Decisions 129 10 Vision as a Business Tool 139 Part IV Visionary You 155 11 Fifteen Commandments of Visionaries 157 12 I Believe That. . . 165 Acknowledgements 171 References 173 Index 175

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Book SynopsisTable of Contents Acknowledgments xxiii Foreword xxix Introduction xxxi Initial Thoughts xxxix 1 Chaos in Manufacturing 1 Problems in Manufacturing 2 And the Solutions 7 Getting Out of the Overloaded Master Plan and/or Master Schedule 16 Rescheduling the Overloaded Master Plan and/or Master Schedule 19 2 Why Master Planning and Scheduling 25 The Four Cornerstones of a Manufacturing Business 25 Between Strategy and Execution 27 What Is a Master Plan versus a Master Schedule? 31 Maximizing, Minimizing, and Optimizing 32 Objectives of Master Planning and Scheduling (If You Don’t Know Where You’re Going, Any Road Will Get You There) 33 Challenges for the Master Planner and Master Scheduler 35 Principles of Master Planning and Scheduling 37 MPS, MRPII, ERP, SCM, and ITP 39 Finding the Diamond in the Rough—Why It’s Important 58 The Four Cornerstones of Manufacturing Revisited 67 Four Levels of Planning (Sometimes Use Only Three) 68 Why Master Planning and Scheduling Is a Must in Business Excellence 74 3 The Mechanics of Master Planning and Scheduling 79 The Importance of Master Planning and Scheduling 79 The Master Planning and Scheduling Matrices 80 Master Scheduling in Action 87 Why and How Master Scheduling Drives Material Requirements Planning and Detailed Scheduling 92 The What, Why, and How of Safety Stock 99 Additional Material Planning Techniques 103 Maintaining Demand/Supply Balance Inside the Planning Time Fence 107 Master Plan and Schedule Design Criteria 113 So, What’s Next? 115 4 Managing the Supply Chain with Master Planning and Scheduling 117 The Master Planner’s and Master Scheduler’s Job 119 Exception-Driven Action Messages 125 Six (Sometimes Seven) Key Questions to Answer 129 Answering the Six (or Seven) Questions 133 Time Zones as Aids to Decision Making 134 Planning Within Master Planning and Scheduling Policy 138 No Past Dues 141 Managing with Planning Time Fences 142 Load-Leveling in Manufacturing 147 Lean Manufacturing and Continuous Improvement 150 Mixed-Model Scheduling 151 Planned Plant Shutdowns 154 5 Using the MPS Output for Make-to-Stock Products 159 The Master Schedule Screens 160 Working Make-to-Stock Master Scheduled Items 168 Time Phasing the Bills-of-Material 170 Understanding Exception-Driven Action Messages 172 Bridging Data and Judgment 180 The Seven Key Questions Revisited 184 Scheduling in a World of Many Schedules 185 From Master Planning and Scheduling to Time-Phased Material Requirements Planning 194 From Master Planning to Master Scheduling (It’s Called Master Planning and Scheduling) 199 6 Where and What to Master Plan and Master Schedule 203 Manufacturing Strategies Defined 204 Choosing the Right Manufacturing Strategy 206 Master Planning, Master Scheduling, and Product Structures 210 Multilevel Master Planning and Scheduling 213 Ensuring That Supply Plans and Schedules Are Aligned, Synchronized, and Integrated 216 Master Scheduling Capacities, Activities, and Events 224 7 Scheduling in a Flow Environment 227 Different Manufacturing Environments 228 Similarities Between Intermittent and Flow Environments 232 Product Definition 236 The Planning Process 239 Process Company Using Rough Cut Capacity Planning: An Extended Example 244 Catalysts and Recovered Material 250 Production Line Scheduling 251 Planning Multiplant Workloads 252 8 Planning Bills 255 The Overly Complex Bill-of-Material 257 Anatomy of a Planning Bill 266 Creating Demand at the Master Planning and Scheduling Level 271 9 Two-Level MPS Coupled with Other Advanced Techniques 277 The Backlog Curve 277 Identifying Demand 281 Creating the Master Plan and/or Master Schedule for Products Using a Make-to-Order Manufacturing Strategy 288 Option Overplanning 292 Calculating Projected Available Balance for Pseudo Items 294 Calculating Available-to-Promise 295 Using Available-to-Promise to Commit Customer Orders 297 Changes in Projected Available Balance 303 Option Overplanning for Products in the Make-to-Stock Environment 305 Master Planning and Scheduling Products in Make-to-Stock and Make-to-Order Environments: A Comparison 309 10 Using MPS Output for Make-to-Order Products 313 Using Planning Bills to Simplify Option Scheduling 315 The Scheduling Process 317 Master Scheduling Common Components 321 Analyzing the Detail Data 325 Balancing the Sold-Out Zone for Common Components 326 Handling Abnormal Demand 328 Action Messages 330 Working the Pseudo Options 330 Master Scheduling Purchased Items in the Planning Bill 341 Linking the Master Plan to the Master Schedule to the Material Plan 346 Manufacturing Strategies—Products in the Make-to-Order Environment 350 11 Master Planning and Scheduling in Custom-Product Environments 355 The Unique Challenges of the DTO and ETO Environments 356 The Case of New Product Introduction 358 Master Planning and Scheduling—Activities and Events 363 Prices and Promises to Keep 367 What Can Go Wrong 368 Integrating Design and Operation Activities 370 Plan Down, Replan Up 373 Make-to-Contract Environments 381 The Need for Standards—A Long Time Ago 382 When Supply Can’t Satisfy Demand 386 12 Finishing or Final Assembly Scheduling 389 Manufacturing Strategy Tied to Finishing/Final Assembly Schedules 389 Manufacturing Strategy Approaches 391 Traditional Means of Communicating the Master Plan and/or Master Schedule 395 The Role of People and Computers in Finishing and Final Assembly Scheduling—Past, Present, and Future 397 The Kanban System 399 Tying It All Together (Aggregate Integrated Business Planning Through Master Planning and Scheduling Through Detailed Production Scheduling) 403 Final Assembly or Process Routings 406 Configuring and Building to a Customer Order 408 Finishing or Final Assembly Combined Materials and Operations List 411 Choosing the Most Effective Approach 413 Master Plans versus Master Schedules versus Finishing Schedules 414 Master Scheduling Logistics (Sharing In/Out Information) 415 13 Data Integrity Requirements to Support Master Planning and Scheduling 417 What Is Data Integrity and Why Is It Important? 418 Gaining Control and Integration Points 422 The Four Pillars of Data Integrity 425 Applying the Four Pillars of Data Integrity in Support of Master Planning and Scheduling 438 Summary 452 14 Integrated Business Planning 455 Integrated Business Planning Process Elements in Brief 457 Workable, Adjustable Plans 466 Master Supply Planning 468 Integrated Business Planning and the Master Supply Schedule 470 Synchronizing and Assessing Demand and Supply 481 Measuring Accuracy and Performance 487 The Evolution of Integrated Business Planning 495 15 Resource Requirements Planning and Rough Cut Capacity Planning 499 Know Before You Go 500 Rough Cut Revealed 502 The Rough Cut Process 502 Creating the Resource Profile 505 Finalizing the Resource Profile 512 Capacity Inputs 514 Overloading Demonstrated and/or Planned Capacity 520 Rough Cut Capacity Planning at the Master Planning and Master Scheduling Levels 522 Resource Requirements and Rough Cut Capacity Planning Graphs 529 Using and Working the Rough Cut Capacity Plan 533 Simulations—Rough Cut Capacity Planning 538 Screen and Report Formats 540 Rough Cut Capacity Planning at a Process Company (Industry Example) 543 The Benefits and Limitations of Rough Cut Capacity Planning 551 Implementing the Rough Cut Capacity Planning Process 554 Closing Comments Regarding Resource Requirements Planning and Rough Cut Capacity Planning 555 16 Supply Management and Aggregate Master Planning 559 Supply Management and Master Planning in Action 565 The Impact of New Product in Supply Management and Master Planning 567 Inventory Projection and Planning 572 Will the Plan Work? 575 Product-Driven, Disaggregated Inventory Planning 577 Product-Driven, Aggregated Backlog Planning 579 Product-Driven, Disaggregated Backlog Planning 585 Production-Driven Environments 589 Reviewing and Approving the Aggregate Supply Plan 591 Interplant Product Integration 592 Key Performance Metrics—Calculations, Colors, Standards 597 Should Companies Have Supply Managers and/or Master Planners? 598 17 Demand Management and Aggregate Master Planning 603 What Is Demand Management? 603 The Impact of New Product in Demand Management 608 Master Launch Plan and Pipeline Funnel Examples for New Products 609 Problems with the Demand Forecast 614 The Impact of Demand Bias on Supply Chain Management 615 Coping with Forecast Inaccuracies 617 Reviewing and Approving the Aggregate Demand Plan 619 It’s About Quantities 621 It’s About Time 623 Demand and Forecast Adjustment 631 Customer Order Processing with Process Flow Diagram Example 637 Possible Problems Caused by Abnormal Demand 640 Customer Linking 642 Getting Sales Pipeline Control 645 Distribution Resource/Requirements Planning 646 Available-to-Promise 655 ATP with Two Demand Streams 659 Should Companies Have Demand Managers? 663 18 The Proven Path to a Successful MPS Implementation (Phase 1) 669 From the Original Implementation Plan to the Current Proven Path 669 The Proven Path to Successful Operational Excellence 671 The Decision Point 673 Going on the Air 675 The Former Proven Path to Master Planning and Scheduling in a Class A Operational Excellence Environment 676 The Journey to Excellence—Today and Tomorrow 679 Oliver Wight’s Class A Integrated Planning and Control Milestone 681 The Proven Path (3rd Version) to Successful Supply Chain Management and Master Planning and Scheduling Implementation 683 Phase 1: Lead Phase (Understanding and Committing) 685 Company Vision of Operations (A Modified Client Example) 687 Case for Change (A Modified Excerpt from a Client Example) 696 Segue to . . . 702 The Proven Path to a Successful MPS Implementation (Phase 2) Influencers Transform MPS Process Design and Structure 702 19 The Proven Path to a Successful MPS Implementation (Phase 2) 705 Methodology for Implementing Change Revisited 705 Phase 2: Transform Phase (Process Designing and Structuring) 707 Policy, Flow Diagrams, Procedures, Work Instructions, and Metrics Defined 731 Segue to . . . 741 The Proven Path to a Successful MPS Implementation (Phase 3) Users Own MPS Launch and Measures 741 20 The Proven Path to a Successful MPS Implementation (Phase 3) 743 Methodology for Implementing Change Revisited—Again! 743 Phase 3: Own Phase (Launching and Measuring) 745 Deterrents to Successful Implementation of the Master Planning and Scheduling Process and Supporting System Technology 762 The Master Planner’s and Master Scheduler’s List of Responsibilities 764 Putting It All Together to Ensure Success—Guaranteed 768 An Aggressive Master Plan and Schedule for the MPS Implementation 771 The Variables of a Master Planning and Scheduling Implementation 774 Epilogue Order from Chaos 779 Final Thoughts – People and Process and Profession 783 Appendix A Master Planning and Scheduling Process and Performance Standards 809 Appendix B Master Planning and Scheduling Improvement Initiative Task Listing 817 Appendix C Master Planning and Scheduling Policy, Procedure, and Flow Diagram 827 Appendix D Master Planning and Scheduling 831 Appendix E Supply Chain Management Overall Process Flow Diagram (An Example) 843 Appendix F Master Planning and Scheduling Process Flow Diagram Examples 845 Appendix G Master Planning and Scheduling RACI Examples 851 Appendix H Master Planning and Scheduling Spinoff Task Team Charter 855 Appendix I Master Planning and Scheduling Oliver Wight International Offerings Founders’ and Co-Authors’ Biographies 859 Glossary 865 Index 895

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Book SynopsisTable of ContentsPreface xxiii Acknowledgments xxix Part One Middle Market Overview 1 Chapter 1 The Middle Market 3 Performance and Impact 4 Definition 5 Characteristics of Middle Market Companies 7 Ownership 7 Access to and Use of Capital 8 Organization 8 Chapter 2 Private Capital Markets 11 Segmented Markets 12 How Market Players View Risk 17 Capital Providers 17 Owners’ and Managers’ Views of Risk/Return 18 Buyers 20 Market Activity 26 Chapter 3 Valuation Perspectives for the Private Markets 31 Private Business Valuation Can Be Viewed Through Different Standards of Value 32 Market Value 34 Investment Value 37 Fair Market Value 37 Fair Value 37 Incremental Business Value 38 Owner Value 38 LBO Value 39 Collateral Value 39 Book Value 39 Valuing Intangibles 39 Why the Different Versions of Value? 41 Valuation as a Range Concept 42 Value Worlds and Deals 43 Part Two For the Business Owner/Operator and Entrepreneur 45 Chapter 4 Transition, Succession, and Exit Planning 47 A Decision Framework 49 1. Owner Ambitions and Goals 50 2. Industry Cycle 51 3. Business Cycle 52 4. Company Foundation 53 A Team Approach 53 Chapter 5 Value Growth and Optimization 55 Increasing the Return on Invested Capital 57 Strategic Position 58 Customer Base 59 Cost Structure and Scalability 60 Working Capital 60 Human Capital 61 Reducing the Risk of Investment 62 Awareness and Planning 63 Growth Plans and Relative Position 63 Leadership Team 63 Predictability of Revenues and Earnings 65 Concentrations 65 Compliance 66 Keeping Current 67 Ease the Transfer of Ownership 67 Financial Information 68 Contracts 69 Title to Assets 69 Corporate Structure and Attributes 70 Don’t Lose Focus on the Core Business 70 Summary 71 Formula Definitions 72 Part Three The M&A Practice and Processes 75 Chapter 6 Practice Management 77 Primary M&A Advisors 78 Marketing the M&A Practice 80 Target Audience 80 Networking 81 Marketing and Advertising 81 Pretransaction Consulting 82 Valuation Services 82 Other Consulting Services 82 Becoming an Expert 82 Client Acceptance 83 Confidentiality 84 Client Engagement 84 Identification of the Parties 85 Scope of Service 85 Limitations and Disclosures 86 Fees— Selling Advisor 86 Example Fee Structures 88 Termination and Tail 89 Buy-Side Engagements 89 Licensure Issues in the M&A Business 90 Chapter 7 Sell-Side Representation and Process 93 Selling Process Overview 93 Step 1: Preliminary Discussions with Seller 94 What Is the Transaction? 95 Value Expectations 95 Process 96 Step 2: Data Collection 97 Step 3: Industry Research and Identifying Buyers 100 Research Market Buyers 101 Step 4: The Marketing Book 101 Preparation 103 Seller Motivation 104 Financial Disclosures 105 Specific EBITDA Presentations 105 Balance Sheet Presentation 105 Other Financial Disclosures 106 Prospective Financial Presentation 106 Step 5: Marketing Process 106 Clear the List with the Seller 107 Initiate Contact with Buyers 107 Obtain Nondisclosure Agreements 108 Distribute the Book 108 Follow Up, Discuss, and Set Expectations 108 Step 6: The Auction Dynamic and Negotiations 109 Negotiated Sale 109 Private Auction 111 Public Auction 112 Step 7: Buyer Interest and Transaction Structure 113 Term Sheets 114 Indication of Interest (IOI) 114 Letters of Intent 114 Deal Structure 116 Asset versus Stock Structure 116 Other Tax Deferral Techniques 117 Step 8: Due Diligence 120 Step 9: Definitive Agreements 121 Step 10: Closing Process 122 Price and Valuation Changes 123 Terms and Conditions Changes 123 Third-Party Challenges 123 Allocation of Risk 124 Other Preclosing Mistakes 124 Postsale Integration 124 Chapter 8 Corporate Development and the Buy-Side Process 127 Why Acquire? 129 The Dismal Ds 130 Alternatives 131 The Acquisition Process 132 The Pipeline and Filter 133 Approaching the Target 134 The Balance between a Deep Dive and Locking In the Deal 135 Lower-Middle Market versus Middle Market Deals 136 Valuation from a Strategic’s Perspective 137 Structuring the Transaction 140 The Bid 141 Due Diligence 141 Integration 144 Practical Tips and What Causes Deals to Fail 146 What Should We Acquire? 146 Why Are We Doing This? 147 Alignment of Interests 147 Recruit the Right Advisors Early 148 Allocate Enough Resources 148 Every Interaction Is a Negotiation 149 If It Can Go Wrong, It Will Go Wrong 149 Chapter 9 Buy-Side Representation 151 Buyer Clients 151 Strategy 152 The Filter 153 Financing 154 Quality of Earnings 154 Coordination 156 Integration 156 Chapter 10 Technology in the M&A Process 157 Virtual Data Room 158 Market Insight and Data 159 Deal Sourcing and Exchanges 162 Due Diligence Software 163 Project Management Software 164 Comprehensive M&A Software 164 Supporting Tools 165 Artificial Intelligence and Technology Trends 165 Technology Providers 167 Chapter 11 Professional Standards and Ethics 169 Holistic Advice 171 Ethical and Professional Standards 172 Competence and Professionalism (Reputation) 173 Best Practices (Activities) 173 Ethics (Behavioral Boundaries) 174 The Middle Market Standard 175 Part Four M&A Technical Discussions 177 Chapter 12 Financial Analysis 179 Financial Reporting Motivation 179 Ebitda 181 Balance Sheet Analysis 184 Working Capital 185 Normalization 190 Chapter 13 Market Valuation 195 Reasons for Appraisal 196 Determine the Value Subworld 196 Calculate the Benefit Stream 197 Synergies 203 Determine Private Return Expectation 205 Specific Investor Return 206 General Acquisition Selling Multiples 207 Derive Value 208 Chapter 14 Deal Structure 213 Structural Priorities 213 Business and Economic Terms 214 Tax Structure 218 Legal Structure 222 Mergers 224 Initial Analysis of Both Entities 224 Strategic Rationale 225 Valuation Modeling 225 Understanding Cost, Operational, and Cultural Differences 226 Developing the Integration Plan 227 Deal Structure and Negotiations 227 Chapter 15 Financing Sources and Capital Structure 229 Perspective 229 Financing Primer 230 Capital Structure 230 Factors Shaping the Capital Structure 234 Basic Deals 237 Buyouts 237 Recapitalizations 242 Acquisitions 243 Sources and Types of Funding 245 Debt 246 Private Equity 249 Personal Guarantees 250 Chapter 16 Due Diligence 255 Due Diligence Process 256 The Diligence Team 256 Traditional Due Diligence 257 Financial Matters 258 Quality of Earnings Analysis 258 Balance Sheet Analysis 260 Ratio Analysis 260 Other Risks 261 Audited Financial Statements 261 GAAP Compliance 262 Tax Structuring and Compliance 262 Compensation and Benefits 263 Legal 264 Technical Due Diligence 266 Business Due Diligence 267 Chapter 17 Tax Provisions Used in M&A 271 Tax Fundamentals 272 Transaction Tax Basics 275 Asset Transactions 275 Stock Transactions 277 Stock versus Asset Sale Example 278 Asset Transaction Details 280 Buyer Tax Issues 285 Detailed Tax Structuring 287 Installment Sales 287 Risk of Forfeiture 288 Assets That Qualify for Installment Treatment 288 Installment Planning Opportunity 289 Partnership M&A 289 General Partnership Doctrine 290 Partnership versus S Corporation 290 Partnership Gain Tracking Rules 292 Purchase Price Allocation for Partnership Buyers 293 Corporate M&A Issues 293 Contributions to Corporations 294 Stock/Asset Sale Election: Section 338 295 Mergers and Reorganizations 296 S Corporation Issues 300 Tax Glossary and Reference 302 Chapter 18 Legal Documentation 309 The Attorney’s Role 309 Preliminary Legal Documents 311 Nondisclosure and Confidentiality Agreement 311 Letter of Intent 312 Acquisition Agreements 316 Structure of the Deal 316 Stock Sale/Merger 316 Asset Purchase 317 Representations and Warranties 318 Qualifications to Representations and Warranties 319 Indemnification 320 Transaction Statistics 321 Consulting and Employment Agreements 322 Regulatory Compliance 322 Chapter 19 Regulation and Compliance 323 Protecting Investors: Securities Act of 1933 324 Exemptions under the 33 Act 326 Commonly Used Private Placement Exemptions 327 Keeping The Markets Honest: Securities Exchange Act of 1934 329 Requirements and Rules 329 Williams Act 330 Antitrust Issues and Laws You May Encounter in the Deal 331 Hart-Scott-Rodino Act 332 Transactions Involving Foreign Investors, Foreign Trade, and National Defense Matters 333 Other Regulatory Issues and Laws You May Encounter in the Deal 334 Bulk Sales Laws 334 The WARN Act 335 The Investment Banker’s Perspective 336 SEC Provisions Regulating Broker-Dealers 336 M&A Brokers No-Action Letter 338 Finders 344 Investment Advisers Act and Investment Company Act of 1940 345 FINRA Provisions for Broker-Dealers 347 The Company’s Perspective 350 Process of Issuing, Selling, or Exchanging Securities for a Deal 351 State Blue-Sky Laws 354 Considerations for Public Companies 355 Chapter 20 Cross-Border Considerations 359 Is Cross-Border M&A the Right Move? 360 Culture 361 Country Risk 365 Financial Risk 365 Market and Operational Risks 367 The Legal Environment 367 Labor and Employment 370 Negotiations 371 Due Diligence 372 Integration 372 Summary 375 Glossary 377 Notes 417 About the Authors 423 About the Contributors and Reviewers 427 Index 445

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Book SynopsisTable of ContentsPreface Acknowledgments PART ONE I Making Sense of Organizations 1 Introduction: The Power of Reframing 2 Simple Ideas, Complex Organizations PART TWO II The Structural Frame 3 Getting Organized 4 Structure and Restructuring 5 Organizing Groups and Teams PART THREE III The Human Resource Frame 6 People and Organizations 7 Improving Human Resource Management 8 Interpersonal and Group Dynamics PART FOUR IV The Political Frame 9 Power, Conflict, and Coalition 10 The Manager as Politician 11 Organizations as Political Arenas and Political Agents PART FIVE V The Symbolic Frame 12 Organizational Symbols and Culture 13 Culture in Action 14 Organization as Theater PART SIX VI Improving Leadership Practice 15 Integrating Frames for Effective Practice 16 Reframing in Action: Opportunities and Perils 17 Leadership in Theory and Practice 18 Reframing Leadership 19 Reframing Change in Organizations 20 Reframing Ethics and Spirit 21 Bringing It All Together: Change and Leadership in Action 22 Epilogue: Artistry, Choice, and Leadership Appendix: The Best of Organizational Studies Bibliography The Authors Name Index Subject Index

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Book SynopsisMaster the essential human component of digital transformation In The Human Side of Digital Business Transformation, veteran emerging technology expert Kamales Lardi delivers an essential and practical exploration of the real-world implementation of digital transformation. The book teaches readers how to drive digital business transformation success by addressing a key element the people side of transformation. This includes managing internal stakeholders, such as leadership teams and employees, as well as external stakeholders, such as customer, partners and supplier. The author provides a proven digital business transformation framework that facilitates the successful execution of new digital solutions. She also discusses: Digital maturity and transformation readiness assessments complete with supplementary, online toolsBest practices and key learnings that drive the human side of transformationReal-world case studies and examples from renowned business leaders that offer success factors A can't-miss resource for leadership teams, management, and board members, as well as change managers and leaders in organizations, The Human Side of Digital Business Transformation will also be invaluable for students in business and executive education programs, consultants, and other business leaders interested in digital transformation.Table of ContentsIntroduction: The End of Business as Usual 1 Chapter 1: Trends Shaping the Global Business Landscape 11 Chapter 2: A Brief History of Digital Transformation 19 Chapter 3: A Tale of Two Start-up Cultures 49 Chapter 4: Influencing Digital Business Transformation 93 Chapter 5: Foundation Elements of Digital Business Transformation 123 Chapter 6: Framework for Digital Business Transformation 165 Chapter 7: Best Practices for Successful Transformation 213 Chapter 8: Emerging Technologies and Human- Centred Transformation 243 Chapter 9: Case Studies 275 References 285 Acknowledgments 297 About the Author 299 Index 301

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Book SynopsisThe Data-Driven Guide for your Digital Transformation Payday In Digital Transformation Payday: Navigate the Hype, Lower the Risks, Increase Return on Investments, Tim Bottke, Senior Strategy Partner at Deloitte and Associate Professor for Strategy and Digital Transformation at SDA Bocconi, a Financial Times/Forbes/Bloomberg Businessweek Top-Five European business school, delivers a provocative, new perspective on digital business transformationusing research to get beyond the hype and uncover its real financial payback. Have you ever asked yourself: Should I really embark on a digital transformation journey that is likely full of pain, failure, and high cash-outs? One that puts a lot of pressure on our stock price and my nerves? Who will thank me for that? Will there ever be a measurable return on invest for all these technologies that supports positive market value impact? If so, this book is for you. You'll find unique insights and guidance for managers, executives, board members, and investors as you navigate an immense array of strategic and operational choices, opportunities, and pitfalls. You'll also learn to demystify digital strategy and technology buzzwords, better define the initial focal point and process of your firm's digital transformation, and establish new ways of thinking in terms of value impactsand how to measure themright from the start. The book also includes: A proven framework for defining your next digital transformation effort end to end, and configuring your initiatives for maximum return on investmentEmpirical data to help you understand your company's odds of navigating your chosen digital transformation initiatives with financial payback An indispensable resource for business leaders,Digital Transformation Payday will also earn a place in the libraries of entrepreneurs, founders, leaders of established companies, and digital enthusiasts.Table of ContentsPractitioner Foreword xiii Academic Foreword xv Preface xvii Acknowledgments xxiii Part I Will Your Digital Transformation (Ever) Pay You Back? 1 1 The Bad and Good Reasons for Your Digital Transformation 3 2 Why Digital Transformation Advice Can Get You Off the Payback Track 9 3 Digital Transformation Payday: A New Framework for Accelerated Payback 19 Part II Five Key Elements Drive Digital Transformation Payback 31 4 Supply-Side Catalysts: Digital Technologies Alone Do Not Do the Trick 33 5 Demand-Side and Overarching Catalysts: Customers and Workforces Have Changed; From You They Expect Nothing Less 61 6 Reactants/Scope: Make Sure Your Investments End Up Transforming Your Core 69 7 Reaction Mechanisms/Process: Agile Done Wrong Can Be a Very Effective Tool of Value Destruction 77 8 Outcomes: Digital Transformation KPIs Are Worth the Pain and Resistance 85 9 Design/Strategy: The Vacuum in the Majority of Digital Transformations 93 10 End-to-End: Our Framework in Action 99 11 “Smaller” Firm Excursus: David versus Goliath? 107 Part III Three Predictors in Your Business That Influence Your Digital Transformation Payday 111 12 Some Groundwork for Prediction: Does Digital Transformation Cause Paydays? Well, It Depends 113 13 Predictor Markets: Different Industries Require Different Labors for Payback 127 14 Predictor Financials: Your P&L and Balance Sheet Context Indicate Your Ability to Achieve Your Payday 133 15 Predictor Communications: It Is About What You Sing and How You Sing to Influence Your Payday 143 Conclusion: How to Keep Your Digital Transformation Paydays Coming 149 Part IV The Science Behind the Book 153 Appendix A: A Lazy Reader’s Guide to Key Digital Transformation Definitions From Practice and Science 155 Appendix B: How to Measure Digital Transformation Efforts In Annual Reports with Dictionary-based Automated Textual Analysis 163 Appendix C: How to Compile a Unique Financial Database of More Than 20,000 Annual Reports 167 Appendix D: How to Start Understanding What the Annual Reports Say About Digital with the Help of Natural Language Processing (nlp) 173 Appendix E: How to Link Digital Transformation and Value with the Residual Income Valuation Model 177 Appendix F: Supplementary Analytics for the Fearless 185 References 197 About the Author 207 Index 209

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Book SynopsisHow to adapt your firm's competitive strategy to the modern reality of Chinese enterprise Enterprise China: Adopting a Competitive Strategy for Business Success delivers a roadmap for business executives competing in and with China. Prepared by a team of renowned management researchers and strategists, the book examines the often-misunderstood interconnectedness of the Chinese state and Chinese businesses, demonstrating that individual firms and companies are often just the tip of the iceberg. The authors explain how the overarching vision, ambition, and strategy of the State impact and guide key commercial enterprises and how this affects Western business interests. In the book, you'll also find: Explorations of the competitive strategy and associated tactics of Chinese enterprise Strategies and tactical options for Western business executives as they compete in and with the Chinese state Descriptions of the key factors business executTable of ContentsPreface vii Acknowledgments xi Chapter 1 A New Type of Competitor 1 Chapter 2 Strategic Pillar I: Reversing Dependency 21 Chapter 3 Strategic Pillar II: Dominating Domestically 45 Chapter 4 Strategic Pillar III: Winning Globally 73 Chapter 5 How to Compete in China: Strategic Options and Actions 97 Chapter 6 How to Compete with China: Strategic Options and Actions 117 Chapter 7 Can Enterprise China Be Derailed? 141 Chapter 8 Preparing for the Turbulent Waters Ahead 163 Appendix 185 Notes 187 About the Authors 207 Index 209

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Book SynopsisRethink what you know about THE WAY your business works: learn how to implement strategy and drive real, measurable change in your organisation Are you tired of developing strategies that aren't properly implemented? Do you want to overcome disruption and create positive change in your organisation? Great Change: The WAY to Get Big Strategy Done is the book that will show you how to turn your plans into reality. Author and experienced leader Adam Bennett shares a unique, engaging approach to organisational transformation that will kindle your motivation and ignite your ingenuity. Great Change combines the philosophy of the Tao Te Ching and Japanese martial arts with real-world stories to deliver a practical, 5-step process for success. You'll discover the mindset and the actions that will ensure your strategy creates real, measurable results. In all organisations, there is a WAY of doing things. These methods, approaches, and cultures combine in a manner t

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Book SynopsisTrond Arne Undheim is a futurist, venture partner at Antler and Hitachi Ventures, ecosystem evangelist at Tulip, non-resident Fellow at the Atlantic Council, co-founder of Yegii, and former Director of MIT Startup Exchange, based in Wellesley, Massachusetts. He holds a PhD on the future of work and artificial intelligence and cognition. He is the former Program Director of MIT Startup Exchange, Director of Standards Strategy & Policy at Oracle and National Expert for e-Government at the European Commission.Trade Review"Undheim weaves together at grand scale themes of tech-fueled disruption and innovation ecosystems, providing a roadmap for navigating the technologies of tomorrow." * Gary A. Bolles, Chair for the Future of Work, Singularity University *"Trond brings a wealth of experience across business and academia, start-up and enterprise to the challenge of scanning the horizon. Most importantly, he listens, drawing on the perspectives of a huge range of thinkers and digesting them on our behalf. This book will undoubtedly be an invaluable guide to those leading small business or large enterprises, seeking to understand how tech trends will make or break their future." * Tom Cheesewright, author of Future-proof Your Business and UK Futurist *"Future Tech is an insightful guide to our emerging future. What will the impact of new disruptive technologies be both on the individual and society, and how should we respond? Trond not only tests our assumptions, but suggests the actions we can take and tools we can use to benefit from, and adjust to, the coming reality." * Lord Clement-Jones, CBE, Member of the House of Lords, Co-Chair All Party Parliamentary Group on Artificial Intelligence & former Chair of the House of Lords Artificial Intelligence Select Committee *"Technology is disrupting multiple facets of business and society. A key challenge for us is how we shape the impact of technology for the good of all. Trond Arne Undheim's vision for how technology should be applied is inspiring because it puts humans back in the driver's seat for shaping the future. I strongly recommend this book to all those who are interested in better understanding the forces of change impacting our work and lives." * Soumitra Dutta, Professor of Management, Former Founding Dean SC Johnson College of Business, Cornell University and Founding Editor, Global Innovation Index *"A thought leader's guide to the forces behind emerging tech innovations and their implications for business and society." * William H. Dutton, Emeritus Professor, University of Southern California & Oxford Martin Fellow, University of Oxford *Table of Contents Chapter - 00: Introduction - What Drives Change; Chapter - 01: The Four Forces of Disruption - Technology, policy, business models and social dynamics; Chapter - 02: Science and Technology Enable Innovation; Chapter - 03: Policy and Regulation Moderate Market Conditions; Chapter - 04: Business Models Upend Markets; Chapter - 05: Social Dynamics Drive Adoption; Chapter - 06: The Five Technologies that Matter and Why; Chapter - 07: How to Respond - Become an expert in one domain and well-versed in dozens; Chapter - 08: How to Respond - Personalize your insight ecosystem; Chapter - 09: How to Respond - Merge with technology to achieve a cognitive leap; Chapter - 10: Conclusion - Turn change into opportunity

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Book SynopsisChris Dyer is the Founder and CEO of PeopleG2, a background check and intelligence firm. Based in California, he is the host of TalentTalk on OC Talk Radio and iHeartRadio, an in-demand speaker on company culture, remote workforces, and employee engagement, and a frequent contributor to Forbes, Inc, HR.com and the Society for Human Resource Management (SHRM).Kim Shepherd was the CEO and Co-owner of Decision Toolbox, a recruitment solutions provider, which became an entirely virtual company in 2002. Based in California she is a recognised thought leader by organizations including the Human Capital Institute and a frequent keynote speaker.Trade Review"Chris and Kim have delivered the essential must read for anyone leading a remote a team. From their engaging stories to the practical advice their honest and uplifting style is contagious!" * Allison Maslan, Founder and CEO, Pinnacle Global Network *"We need this [book], especially after a year when so many companies were forced into remote work woefully unprepared. Anyone with remote employees should read this book. If you do, you will set yourself apart from the competition and help ensure a culture that you - and your people - can be proud of." * Tracie Sponenberg, Chief People Officer-The Granite Group *"Chris and Kim's book is a must read for all business leaders to not just survive but to thrive in the new world of work. They provide a sound case for why and how to make remote work as a strategic business advantage. They provide real world examples of effective leadership using their "Swiss Cheese" approach to filling the holes and not the cheese." * Pattie S. Grimm Former Microsoft Business Leader *"Chris and Kim are succinct at delivering the right information at the right time to implement on immediately to get the results we are hunting in our organizations." * Troy Hoffman, Founder of Simpluris & BalanceGenics *"I have been privileged to be able to use Chris & Kim's work for several years now in various organizations with very positive feedback. I am very happy to see that they are making this work accessible to everyone through this book, with an optimal mix of practical tips, practical case analyses and scientific background." * David Kirsch, Expert for Learning Organizations at Simplitude *"This is a must read for any leader looking for practical work-from-home tips and tools to help build a stronger culture. Kim and Chris's real-life examples and current data highlight how WFH is here to stay, and how you can help your company produce greater results with a stronger culture in this new remote work world." * Jen Spencer, Founder + CEO, The Creative Executive *"If you're considering taking your workforce remote - or have already done so but still have questions, this book serves as a guide to do remote work right!" * Annette Franz, CCXP, Founder + CEO, CX Journey Inc. *"As a professional leading a remote team, I'm thrilled by the message of this book. The benefits of working remotely, including flexibility, employee time savings and global presence are vital for success in today's world." * Heather J Myers, PhD, Chief Psychology Officer at Traitify *"Chris and Kim have provided a recipe book for navigating the world of Work from Home. They have offered personal experiences that not only speak to how to WFH successfully, but they offer many ideas and strategies that can help your business to be more agile and competitive in today's economy. Regardless of how you plan to meet the future, this is a must read book as we prepare for Post-COVID ways of working." * Milton N. Green, Jr., SPHR, Former Director of People & Culture at Renovate America *"As a professional leading a remote team, I'm thrilled by the message of this book. The benefits of working remotely, including flexibility, employee time savings and global presence are vital for sChris and Kim have provided a recipe book for navigating the world of Work from Home. They have offered personal experiences that not only speak to how to WFH successfully, but they offer many ideas and strategies that can help your business to be more agile and competitive in today's economy. Regardless of how you plan to meet the future, this is a must read book as we prepare for Post-COVID ways of working." * Milton N. Green, Jr., SPHR, Former Director of People & Culture at Renovate America *Table of Contents Chapter - 00: Introduction; Chapter - 01: Go home and work; Chapter - 02: Coming to terms; Chapter - 03: Spoiler alert – CEOs beware; Chapter - 04: Scrumming Swiss cheese; Chapter - 05: Who is in your orchestra pit?; Chapter - 06: Why not remote?; Chapter - 07: A collision of intelligence and creativity; Chapter - 08: Top-down leadership - why remote is best for leaders; Chapter - 09: Company health - why remote is best for the company; Chapter - 10: People health - why remote is best for your people; Chapter - 11: Who can work from home; Chapter - 12: Who can lead from home; Chapter - 13: Who are you as a company?; Chapter - 14: Getting started; Chapter - 15: Meetings and measurement; Chapter - 16: People, processes, tools, technology... and momentum; Chapter - 17: Profit and people; Chapter - 18: Questions you should be asking yourself; Chapter - 19: Story time; Chapter - 20: Paying it forward;

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Book SynopsisDr Simon Hayward is Founder and CEO of Cirrus, a leading provider of leadership development and change programmes for large organizations. He has a wealth of strategic leadership experience gained over 30 years in consulting, with clients that include BT, HSBC, Marks and Spencer, Standard Chartered Bank and Three. Dr Simon Hayward has been featured in the Financial Times, Management Today, Forbes, the Sunday Times, the Guardian, Fast Company, BBC Radio 4 and Sky News. He is an Honorary Professor at Manchester Business School and is based in Manchester, England.Trade Review"You can't have an agile company without agile leadership. Most 'traditional' leaders, however, struggle to make the transition. It is not that they lack the desire. Rather, agile practices upend so many of the hard-won instincts honed by leaders over years of experience. The Agile Leader is a well-researched, thoughtful guide for those wanting to make the leap. Like any good leadership coach, Simon Hayward reminds us we must first look to ourselves, before asking others to follow." * Bill Winters, CEO, Standard Chartered Bank *"In these turbulent times, thousands of companies are attempting agile transformations in order to survive. The primary cause of failure is a lack of agile leadership, which Simon Hayward's book addresses forcefully. Reading it may save your company." * Jeff Sutherland, Co-creator of Scrum, Creator of Scrum@Scale, and signatory of the The Agile Manifesto *"In his thought-provoking and necessary new book, Simon Hayward shares his deep understanding and sharp analysis of how organizations can and must embrace change, at speed and scale, to achieve growth. Leaders who follow his wise prescription for agility - acting as both disruptor and enabler, fostering a culture of collaboration and respect, building trust, and always staying close to customers - can emerge not only as trailblazers in their industries but also as catalysts of shared success for all stakeholders." * Julie Sweet, CEO, Accenture *"Digital is both disrupting and revolutionizing the way we work. Adopting a more agile style of leadership enables leaders to reshape organizations so people can flourish in a future augmented by new technology. The insights in this book will help leaders to transform the nature of work by enabling people to learn and adapt at speed, leading to greater efficiency" * Paul Daugherty, Group Chief Executive - Technology, and CTO, Accenture, Co-author, Human+Machine *"In a world that's getting faster, we need to move quickly, learn and adapt. This book provides a blueprint for a more agile style of leadership to help you focus on customers and stay ahead in a highly competitive and unpredictable environment. Highly recommended." * Peter Pritchard, Group CEO, Pets at Home *"In this book, Simon Hayward breaks down the complex subject of agile leadership into a series of steps that any organization can take. For Yodel, introducing a more agile and connected style of leadership was key to becoming more centred on customers, creating cultural change, and turning our business around. We kept things simple, turned managers into agile leaders, and got colleagues on board with new ways of working. The difference is incredible, and Simon's thinking has been a big part of that." * Mike Hancox, CEO, Yodel *"The Agile Leader lays out a clear plan for CEOs and their teams to embrace new ways of working that will unlock the agile potential in their organizations. I would recommend this book to any leader who wants to improve their organization's clarity of thinking and speed of decision making. It describes how leaders at all levels can create a climate for agility and diversity to flourish, leading to greater innovation and improved customer experiences." * Christie Smith, Global Lead, Talent and Organization, Accenture *"This book describes how getting the right mix of leadership and teamwork wins every time. Whether we are running a global business or a famous football club, the need for agile leadership has never been so acute. Great leaders build confidence, change the rules, and focus on the priorities that will make the difference. I can't recommend this book too highly." * Collette Roche, Chief Operating Officer, Manchester United Football Club *"Agility is a must in a world that is constantly changing. This book is full of practical advice and covers everything you need to think about to transform your organization into an agile business. I found the agile leadership paradox that Simon Hayward sets out really helped me to think about how I adapt my leadership style to become both an enabler and a disruptor." * Penny James, CEO, Direct Line Group *"The rapid disruption brought about by the pandemic demonstrated to me the clear advantage of agile leadership. During those months, I kept the first edition of this book close to hand. In this new edition, Simon Hayward provides more inspiration and timely advice for leaders to draw from on the journey ahead." * David Horne, Managing Director, LNER *Table of Contents Section - ONE: Agile leadership and organizations; Chapter - 01: What is agile leadership?; Chapter - 02: Being an agile leader; Chapter - 03: Agile ways of working; Chapter - 04: Barriers to agility; Section - TWO: Becoming an agile leader; Chapter - 05: Safe to explore; Chapter - 06: Disrupt and innovate; Chapter - 07: Prioritization and performance; Chapter - 08: Agile execution; Section - THREE: Making it happen inside and out; Chapter - 09: Creating an agile enterprise; Chapter - 10: Agility and the network society; Chapter - 12: Index

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Book SynopsisPerry Timms is a renowned blogger and international conference speaker on the transformative power of HR professionals. He is a consultant and coach based in Northamptonshire, UK, and the founder of People and Transformational HR Ltd. Named by HR Magazine as the most influential HR thinker in 2022 and inducted into the HR Magazine Hall of Fame in 2023, Perry is also a Visiting Fellow and Adjunct Professor at 4 UK Business Schools, a Chartered Member of the CIPD and a fellow of the Royal Society of Arts (RSA). He is also a LinkedIn Learning Instructor and accredited in a range of psychometric tools.Trade Review"Perry is one of those rare individuals whose deep knowledge of transformational HR sits within a rich and compassionate understanding of human possibility. In the face of an increasingly complex world, this book provides a precious roadmap for those business leaders seeking to build resilience and drive change." * Nathalie Nahai, Author Business Unusual, Host of The Hive Podcast *"Ensuring that the workplace was somewhere where people could bring their best selves, achieve great work and have a rewarding experience has been a mission of mine for quite some time but I was not getting the traction I needed. Enter Perry and Transformational HR. Using Perry's words as encouragement, inspiration and, on occasions, instruction, has allowed me to put all those thoughts and plans in place in a way which really gains traction, and quickly. Modern people professionals need to move at pace and this helps provide the acceleration." * Gail Hatfield, People and Resources Director, Energy Systems Catapult *"Should come with a highlighter! The most annotated, and post it note covered HR book I have ever read (and actually enjoyed!) At a time in my career when I'd lost faith in the profession, Perry's book reignited my passion for HR and all that could be achieved through true collaboration and innovation. Transformational HR is accessible to everyone whether you have years of experience or are just starting out in your career. An absolute must-read." * Lucy Dodd, Head of People UK - FDM Group *"There are many books on HR and until now there was only one by Perry Timms. So much of the world of work has changed since the first edition was published in 2018 so it is very fitting that the revised edition reflects the critical role that HR as a profession has embraced and stepped into. This updated second edition is an essential read for todays' progressive HR practitioner to truly be heard and to add value in the organizations they are there to serve and support, but also challenge to do better in an ever-evolving landscape post 2020." * Shakil Butt, Founder HR Hero for Hire and former HR & OD Director, Islamic Relief *"Perry remains the formative thinker of our time on the human-centred organization of our working lives. He weaves his passion for a better world of work for everyone through the creation of actionable approaches supported by exceptionally researched evidence. His visionary ideas have emerged through several years of tumult in our world to reveal themselves to be as relevant as ever." * Neil Usher, Author, The Elemental Workplace and Elemental Change, Chief Workplace & Change Strategist @ GoSpace AI *"HR Transformation is no easy task, but you'll find no better guide than Perry Timms. He's long been pushing the boundaries of what HR can, and must, do to elevate our field, our companies, and each other. The second edition of Transformational HR takes his vision for HR at our best and recalibrates it for the current times we face beyond the events of 2020. A book blending practical application and visionary thinking, Perry yet again shows why he's the transformational guide our industry needs today - and tomorrow. A must-read for HR practitioners with an eye on the future." * Lars Schmidt, Author, Redefining HR and Founder of the Amplify and the Redefining HR Accelerator *"In this timely update of a classic text, Perry Timms highlights the need for HR professionals to become, and think of themselves as, engineers of people-led organizations. In this respect, this book should be considered the default manual. Filled with practical and accessible ideas, case studies and research, Transformational HR enables any and every HR professional to build, fine-tune and maintain a first-class, business focused, HR service" * Rob Baker, Founder and Chief Positive Deviant of Tailored Thinking and author of Personalization at Work. *"Perry hits the nail on the head as he argues for greater coherence of HR thinking and activity to the business model and strategy. Many of Perry's methods for a transformed HR are less fixed, and more dynamic to the value-adding services customers need from HR. What makes Perry's work disruptive is humility; he urges people professionals to look and act outside-in; sensing demand, being proactive, and developing the mindset and ability to continuously adapt in both what and how the function delivers value." * Chris Furnell, Business Design Expert, PA Consulting *"Flourishing. Energized. Future focused. Transformative. Perry Timms takes transformational HR into a new galaxy with his thought leadership and adaptive thinking for the new age of HR. This book truly reflects the work he does on the ground with his clients and is grounded in real-life experiences that brings this powerful topic to life. I am proud to be an HR professional in his shadow." * Megan Phelps, FCIPD, Director of OD, Clear Channel *"I have long thought of Perry as an activist for purposeful, insightful and heartfelt business, so to see a second edition include up to the minute, laser focused and relevant thinking on how we make business better through the power of humans is no surprise. I am extremely proud to endorse and celebrate the release of this second edition of Transformational HR." * C-J Green, Co-Founder and Executive Director, BraveGoose *Table of Contents Section - PART ONE: Context; Chapter - 01: Our ever-changing world - where’s the hype and the hope?; Chapter - 02: Today’s work - how have we got to this?; Chapter - 03: The story of the human resource profession - a problem child of the post-industrial era?; Chapter - 04: What’s HR ever done for us?; Section - PART TWO: Models; Chapter - 05: What is transformational HR?; Chapter - 06: Transformational HR - the models; Chapter - 07: The one model to rule them all?; Section - PART THREE: Narratives; Chapter - 08: Transformational tales from HR game changers; Chapter - 09: Transformational organizations - stories of the future; Section - PART FOUR: Future; Chapter - 10: Transformational HR - putting it all together; Chapter - 11: Transformational HR - strategic-level shifts; Chapter - 12: Transformational HR - a new model at play; Chapter - 13: Closing words;

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Book SynopsisConstantinos C. Markides is recognized as one of the world's foremost experts on strategy and innovation, based in London, UK. He is Professor of Strategy and Entrepreneurship and holds the Robert P Bauman Chair in Strategic Leadership at London Business School. An internationally acclaimed teacher and conference speaker, he is the author of seven books and has published articles in top journals such as the Strategic Management Journal, Harvard Business Review and MIT Sloan Management Review. He is currently the Program Director of his school's executive education course, entitled: "Exploiting Disruption in a Digital World."Trade Review"I cannot think of a more important time after the events of 2020 for this how-to book. I wish I had it a year ago. As leaders, we need to create and embrace cultures of being constantly 'unreasonable' to strategically enable disruption, and to avoid being disabled by known and unknown disruptions." * David Meek, CEO, FerGene, Cambridge, Massachusetts *"Demand for change, from customers, stakeholders and society, grows at pace. In business, some things you can plan for. Some things you can't. Preparing and equipping your people to respond with optimism to the opportunities that change can bring is key. Organizing for the New Normal is an essential guide for leaders to empower and inspire their team to meet the challenges." * Ian Stuart, Chief Executive Officer, HSBC UK Bank plc *"Never before have people and companies had to process change like we see today. Continuous disruption is the new norm and Markides powerfully makes the case that the organizations that will succeed in this new environment will be driven less by fear and more by purpose and values. As a result, they will convert existential threats into value-creating actions." * Toni Petersson, CEO, Oatly, Sweden *"Markides' book perfectly reflects the many challenges that organizations face in today's world of permanent and increasingly rapid change. His creativity and tenacity to provide answers to these challenges makes it a must-read for every executive." * Ralph Büchi, Chairman of the Supervisory Board, Axel Springer SE, Berlin, Germany *"The prospect of continuous disruption is overwhelming; some executives freeze at the prospect of 'going again', but Markides practically and pragmatically provides insights, case studies and facts that provide the fuel for change. Stepping into the unknown requires confidence and boldness. This book will give you the belief to fear and respect failure, but more importantly embrace the opportunities of disruption." * David Pemsel, ex-CEO, Guardian Media Group; Founder and CEO, ScienceMagic.Inc, UK *"Organizing for the New Normal examines the challenges faced by business leaders at every stage of the transformation journey. Backed by years of experience and thorough academic research, Professor Markides offers unique insights into the lessons learned by leaders facing the challenge of continuous disruption. This is a must-read for every business leader in modern times." * Johan Thijs, CEO, KBC Group, Belgium *"Organizations must now succeed in overcoming repeated waves of ever-faster disruptive change. But how? Professor Markides' profound strategic insights make Organizing for the New Normal a terrific read and a highly practical guide for anyone who must answer that question. Entertaining, deeply researched, with both inspiring and salutary case studies; it's as relevant for not-for-profits as any business." * Tony Cohen, Member of the Charity Commission Board, UK; Chair of Barnardo’s (2014-2018); CEO of FremantleMedia (2001-2012) *"A must-read book for leaders that face a VUCA world. We all already know it and we just faced it during the pandemic, but change is the only constant and it is here to stay. Fronting this reality is extremely important for all leaders, and Markides' book shows the different steps and methods to build the agility needed to succeed in such an environment. This book will allow leaders to build organizations, securing sustainable success with full buy-in from all the involved relevant stakeholders, and because it is not a 'cookbook on how to reach success', it rather allows the reader to reflect and provides different tools, ready for use. We need it." * Carsten Hellmann, CEO of ALK, Denmark; former Executive Committee member of Sanofi; CEO of Merial *"What gives entrepreneurs some advantage is that they instinctively know that the 'new normal' of management is now 'permanent revolution'. Professor Markides levels the playing field by sharing the 'secret'. He diligently explores the rules of the new game and convincingly explains the tools every manager needs to win in this environment. This book is a must-read for any executive that wants to advance their career and keep their organization relevant in this age of accelerating innovation." * Ali Parsa, Founder and CEO, Babylon Health *Table of Contents Chapter - 00: Introduction; Chapter - 01: Attitude Towards Disruption is Key; Chapter - 02: Creating Urgency for Change; Chapter - 03: Deciding What to Do; Chapter - 04: How to Develop an Innovative Strategy; Chapter - 05: Experimenting with New Business Models; Chapter - 06: Winning Commitment for the New Business Model; Chapter - 07: The Importance of the Organizational Environment; Chapter - 08: How to Develop a Supportive Organizational Environment; Chapter - 09: Making the Transition to the New Business Model; Chapter - 10: Putting It All Together

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Book SynopsisBev Burgess is founder and Managing Principal at Inflexion Group, which delivers thought leadership, consulting and training to companies on account-based growth. She has held senior marketing roles at British Gas, Epson and Fujitsu and headed ITSMA's global Account-Based Marketing (ABM) practice and European business. Based near London, UK, she is also the author of Account-Based Growth and Executive Engagement Strategies, both published by Kogan Page.Dave Munn, based in Massachusetts, US, is a recognized thought leader in B2B services and solutions marketing. As President and CEO of ITSMA, he has led the way in defining and inspiring excellence within the ITSMA global community. Dave helped pioneer the discipline of Account-Based Marketing (ABM) in the early 2000s and is co-author of the first and second edition of, A Practitioner's Guide to Account-Based Marketing.Trade Review"Bev Burgess and Dave Munn have humbly titled this work A Practitioner's Guide to Account-Based Marketing, but it might be better called The Account-Based Marketing (ABM) Bible, such is their pre-eminence and knowledge of this topic. It is a must-use reference for anyone serious about leading or being part of a successful ABM team, and given client expectations around account-level marketing engagement, it should also be considered critical for every B2B marketer." * John Gallagher, CMO, IBM Services *"At Accenture, the fundamental principles of ABM have been a strategic reality for a long time. We understood the critical need to ensure marketing and account teams align to deliver client value. This book is a brilliant exposition on why, how and when to do it. It truly is essential reading." * Stephanie Winters McConnell, Managing Director – Marketing, Strategic Accounts and Global Sales, Accenture *"ABM puts the customer at the heart of your marketing strategy. This excellent book explains how to build and scale an ABM programme that is right for your business and gives a step-by-step guide to creating integrated plans that deliver great business outcomes for you and your customers." * Tim Yeaton, Executive Vice President and Chief Marketing Officer, Red Hat *"As this valuable book emphasizes, the alignment of key account management and ABM brings exceptional competitive value by ensuring that strong customer relationships are at the heart of strategic philosophy and operational focus. This book is a step-by-step guide to not just getting it right but persuading everyone why this approach is so critical to success." * Geoff Quinn, Director, Key Account Management Center of Excellence, Pfizer Biopharmaceuticals Group *"If you are looking for guidance on how to create an effective B2B marketing strategy to build deeper and mutually valuable relationships with customers, buy this book." * Jon Geldart, Director General, Institute of Directors *"This book shows in clear steps how all B2B businesses can benefit from taking an outside-in approach to engaging with their most important clients. If you want to take a focused and cost-effective approach to accelerate your organic growth, then read this book." * David Sharp, CEO, International Workplace *"ABM has come such a long way in such a short space of time, but Bev Burgess remains its biggest and best advocate and evangelist. She has been pivotal in its development to date, and without a doubt, will be the centre of how it continues to evolve (in an accelerated way) into the future. If you only ever read one book about ABM, make sure it's this one." * Joel Harrison, Editor-in-chief, B2B Marketing *"A must-read for all B2B marketing leaders! Whether you're a CMO driving revenue and growth, needing to stay relevant with the latest marketing strategies at your disposal, or an emerging marketing leader looking to advance your personal career development and potential, this is your must-read practical marketing guide this year." * Emma Roborgh, Founder and CEO, B2B Marketing Leaders Forum APAC *"The first edition of this book was one of the best resources out there, and the second edition is even better: It's chock-full of best practices honed from years of working with the most sophisticated clients in the world, and even has career advice on the skills you need to develop to be a good account-based marketer. If an account-based strategy is part of your go-to-market, you owe it to your company - and yourself - to read this as soon as possible." * Jon Miller, CMO, Demandbase (former CEO, Engagio) *"Once again, Bev Burgess, with David Munn, has produced the definitive guide to delivering measurable impact through ABM. As ABM becomes a mainstream element of every B2B brand's marketing strategy, this is a must-read for any progressive marketer." * Clive Armitage, CEO, Agent3 *"Burgess and Munn have written a must-read primer for anyone considering account-based marketing. Read this book and learn from the best." * Alisha Lyndon, Founder, Momentum the growth consultancy *"This second edition is a must-read for any ABM-er who is taking executive engagement seriously. This was important before; it is critical now." * B Lee Demby, Co-Founder and President, Boardroom Insiders, Inc *"The digital transformation of B2B marketing has added to the complexity of a discipline that requires even more specific and relevant experiences for targeted accounts. Luckily for us all, Burgess and Munn have evolved what is already an indispensable guide to ABM to include essential updates in strategy and best practices that will power B2B marketing success stories for years to come." * Lee Odden, CEO and Co-Founder, TopRank Marketing *"Burgess and Munn do a terrific job of demystifying account-based marketing. They provide practitioners with highly relevant examples, insightful nuggets, and pragmatic suggestions for succeeding in a world where the ability to treat large customers as individual markets really matters." * Jonathan Copulsky, Executive Director, Medill Spiegel Research Center; Senior Lecturer, Northwestern University; author: Brand Resilience, co-author: The Technology Fallacy and The Transformation Myth *Table of Contents Section - ONE: Setting up an account-based marketing programme; Section - 01: The essentials of account-based marketing; Section - 02: Building the right foundations for account-based marketing; Section - 03: Investing in the right tools and technologies; Section - 04: Deciding which accounts to focus on; Section - 05: The ABM adoption model; Section - TWO: Account-based marketing step by step; Section - 06: Knowing what is driving the account; Section - 07: Playing to the client’s needs; Section - 08: Mapping and profiling stakeholders; Section - 09: Developing targeted value propositions; Section - 10: Planning integrated sales and marketing campaigns; Section - 11: Executing integrated campaigns; Section - 12: Evaluating results and updating plans; Section - THREE: Developing your career as an account-based marketer; Section - 13: The competencies you need to do account-based marketing; Section - 14: Managing your ABM career; Section - 15: Index

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Book SynopsisGareth Jude is Co-Founder and Asia Pacific Leader of ThinkUncommon based in Sydney, Australia. He was formerly group wide merchandise/marketing and store planning manager for the DSE division of Woolworth's where he led the launch of Australia's first full range, fully trading website by a traditional retailer. He has had several senior leadership or CEO roles in retail and is a highly respected influencer in Australian retail. He is passionate about educating the next generation of retailers and has done so at Sydney, Macquarie, University of Technology Sydney and Shanghai Jiao Tong Universities.Andrew Smith is Co-Founder and Manging Partner for the Americas of ThinkUncommon, based in New York, New York. He has formerly held roles including the Head of Customer Experience Strategy and the Head of Retail Operations for Telstra in Australia as part of a retail career focused on experience and technology innovation. He brings a decade of successful execution of innovation aTrade Review"Essential reading for anyone who is frustrated by innovation not moving as fast or delivering as much success as needed. A helpful guide to find what is slowing things down and how to fix them." * Guy Russo, Company Chairman. Former CEO of Kmart, Target and McDonald’s Australia and President, McDonalds Greater China *"Many industries have been disrupted in recent years and none more so than retail. In this ground-breaking book, the authors present a practical roadmap to guide retailers as they seek to make the transition from the business models of the past. This is a plan of action that every retailer could benefit from following." * Martin Christopher, Emeritus Professor of Marketing and Logistics, Cranfield University, UK *"As someone who has led retail teams at all levels for nearly three decades, I am often sceptical of books that proclaim to have all of the answers about how to run a great brick and mortar business, until today. Andrew Smith and Gareth Jude have put all of their expertise and bold but necessary ideas into this exceptionally well written and actionable guide to success that will lead us forward into the future of great retail." * Ron Thurston, Vice President of Stores, INTERMIX *"Gareth and Andrew guide us on a journey through the art and science of retail reinvention - delivering both insight and application in a thoroughly readable way. If you are a transformation leader - read it." * Richard Umbers, former CEO, Myer *"This expertly written framework for retail reinvention could not have been timelier. In an industry experiencing change and disruption at an ever increasing pace, Gareth and Andrew's actionable guide to immediately effectual innovation is a must read for retailers looking to stay on the cutting edge." * Deborah Weinswig, CEO, Coresight Research *"This is a book for all retailers, most especially, for these times. This is a step by step operating guide to introducing innovation as a process that can be enabled by all your company's leaders." * Peter Knock, Retail Company Director *"Gareth Jude and Andrew Smith are an extraordinary combination of retail practitioners and have crafted a must read for retailers in this fast-shifting retail landscape." * Paul Greenberg, Deputy Chair, Federation of International Retail Associations *"If your business needs to change but so far has been unable to do so or if you serve a retail business that is having difficulty with the process of innovation, I commend this book to you." * Paul Zahra, CEO, Australian Retailers Association *"Retail will change more in the next 10 years than it has in the last 1000. Retail Innovation Reframed will enable retailers to not only navigate that change but thrive in uncertain times. The author's extensive knowledge of retail, technology and innovation are brought together in a simple to follow model with comprehensive case studies and examples. An absolute must read for retailers of all sizes." * Kelly Slessor, Founder & CEO, Shop You *"A roadmap to retail innovation success. Read the book, build on your retail business and be prepared for disruption. Of course, you don't have to... survival is not mandatory." * Mark Finocchiaro, Managing Partner and Director, MyChemist *Table of Contents Section - 00: Introduction; Section - ONE: Why the retail industry needs to reframe; Section - 01: Why retail needs to be reframed; Section - 02: Why innovation is hard for retailers; Section - 03: Retail innovation as a process; Section - TWO: Your Innovation quest; Section - 04: Stage 1 – Resetting the foundations and building an innovation Launchpad; Section - 05: Stage 2 – Filter the right ideas using the golden rule; Section - 06: Stage 3 – Get innovation-ready; Section - 07: Stage 4 – Analyse and design the solution; Section - 08: Stage 5 – Make the design and scale it; Section - 09: Stage 6 – Embedding and making it the new normal; Section - THREE: The different paths of innovation; Section - 10: Urgent innovation; Section - 11: Innovation in small retail businesses; Section - 12: Weaving innovation into the operating fabric of your business; Section - 13: Conclusion; Section - 14: Index

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Book SynopsisTim Knight is a partner in KPMG's UK customer consulting practice, focused on helping clients create customer-centric cultures, digitally transform and grow their businesses. Since 2010 he has been researching global best practice in customer excellence.David Conway is a former board director of The Co-operative Bank, Liverpool Victoria and N&P Building Society. During his time at KPMG, he co-founded The Customer Experience Excellence Centre, researching best practice around the world.Trade Review"There may be no silver bullets to unlocking world class customer experience, but this book is certainly full of golden nuggets to guide you on the journey. The collective wisdom of Tim and David coupled to millions of data points gives you the confidence to believe the practical 90 day plan will actually work." * Margaret Jobling, Chief Marketing Officer, NatWest Group *"I loved this book - it is incredibly impressive, incredibly insightful, rich with stories and practical advice." * Catherine Brien, Chief Data Officer, Guardian News and Media *"Customer Experience Excellence is a practical toolkit for CMOs, CEOs and transformational leaders who want to turn the bold promise of CX into grown-up business results. It's essential reading for anyone who wants to connect their focus on the customer to every part of their business, with clear examples from the world's best brands." * Leslie Stretch, CEO, Medallia *"Customer Experience Excellence brings to life the authors' unrivalled sense of customer centricity and a practical guide on how to achieve it leveraging the Six Pillars. This is a must-read for all leaders in companies working to deliver excellence in customer experience." * Mine Dogan, Customer Director, Philip Morris *Table of Contents Chapter - 01: Introduction; Section - ONE: The changing world of customer and employee; Chapter - 02: The new customer; Chapter - 03: The new employee; Chapter - 04: The new enterprise; Section - TWO: The six pillars of experience - A framework for excellence; Chapter - 05: The six pillars of experience - An introduction; Chapter - 06: Preparing the six pillars; Chapter - 07: Applying the six pillars; Section - THREE: The 90 day plan; Chapter - 08: Achieving a quantum leap - The 90-day growth plan; Chapter - 09: The first 30 days; Chapter - 10: The second 30 days; Chapter - 11: The final 30 days

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Book SynopsisJon Mowat is the founder and MD of Hurricane, an award-winning video marketing agency which has worked with organizations including BMW, Axa, Costa Coffee and UN Environment. With decades of experience in the industry, he previously produced documentaries for the BBC, and now turns his expertise to create video content to meet clients' business objectives. Based in Bristol, UK, he is a regular international conference speaker and has been published in a wide range of marketing publications including Adweek, Brandwatch, CIM, Smart Insights and Social Media Today.Trade Review"If you are launching a video marketing campaign for the first time this is your go to guide or if you already using video in your marketing, this will give you some new ideas. In short, this is the only book you will need to make your video marketing better." * Skip Fidura, CMO, Keynote Speaker and Event Consultant *"A fantastically easy-to-read, practical and hands-on book that covers the theory and practice of creating great video marketing. I learned a huge amount and enjoyed reading it - not an easy thing to achieve! Highly recommended." * Daniel Rowles, CEO, TargetInternet.com *"This is the perfect guide to creating valuable video content for your business, campaign or organization. This will be a well-thumbed resource for any marketer or content creator." * Sonja Nisson, co-author of Valuable Content Marketing *Table of Contents Section - ONE: Video marketing strategy - An introduction; Chapter - 01: What is video marketing?; Chapter - 02: Why video marketing works; Chapter - 03: Understand your audience; Chapter - 04: Video types and platforms; Section - TWO: Creating great videos; Chapter - 05: The basics of video marketing; Chapter - 06: Planning effective video campaigns; Chapter - 07: Storytelling and creative that changes behaviour; Chapter - 08: Activation, measurement and testing; Chapter - 09: Buying media space on ad networks and social media; Chapter - 10: The dark underbelly of video advertising - How to avoid losing money; Section - THREE: DIY video projects; Chapter - 11: Filming and editing; Chapter - 12: Filming on a smartphone and DSLRs; Section - FOUR: Creating effective video campaigns; Chapter - 13: Steps 1 and 2 - Where your brand content is now and setting goals; Chapter - 14: Step 3 - Content planning and programming strategy; Chapter - 15: Step 4 - Building the perfect content hub; Chapter - 16: Step 5 - Creating high-volume video content - And making it easy; Chapter - 17: Step 6 - Multi-video campaign activation and testing (how to grow ROI)

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Book SynopsisJon Mowat is the founder and MD of Hurricane, an award-winning video marketing agency which has worked with organizations including BMW, Axa, Costa Coffee and UN Environment. With decades of experience in the industry, he previously produced documentaries for the BBC, and now turns his expertise to create video content to meet clients' business objectives. Based in Bristol, UK, he is a regular international conference speaker and has been published in a wide range of marketing publications including Adweek, Brandwatch, CIM, Smart Insights and Social Media Today.Trade Review"If you are launching a video marketing campaign for the first time this is your go to guide or if you already using video in your marketing, this will give you some new ideas. In short, this is the only book you will need to make your video marketing better." * Skip Fidura, CMO, Keynote Speaker and Event Consultant *"A fantastically easy-to-read, practical and hands-on book that covers the theory and practice of creating great video marketing. I learned a huge amount and enjoyed reading it - not an easy thing to achieve! Highly recommended." * Daniel Rowles, CEO, TargetInternet.com *"This is the perfect guide to creating valuable video content for your business, campaign or organization. This will be a well-thumbed resource for any marketer or content creator." * Sonja Nisson, co-author of Valuable Content Marketing *Table of Contents Section - ONE: Video marketing strategy - An introduction; Chapter - 01: What is video marketing?; Chapter - 02: Why video marketing works; Chapter - 03: Understand your audience; Chapter - 04: Video types and platforms; Section - TWO: Creating great videos; Chapter - 05: The basics of video marketing; Chapter - 06: Planning effective video campaigns; Chapter - 07: Storytelling and creative that changes behaviour; Chapter - 08: Activation, measurement and testing; Chapter - 09: Buying media space on ad networks and social media; Chapter - 10: The dark underbelly of video advertising - How to avoid losing money; Section - THREE: DIY video projects; Chapter - 11: Filming and editing; Chapter - 12: Filming on a smartphone and DSLRs; Section - FOUR: Creating effective video campaigns; Chapter - 13: Steps 1 and 2 - Where your brand content is now and setting goals; Chapter - 14: Step 3 - Content planning and programming strategy; Chapter - 15: Step 4 - Building the perfect content hub; Chapter - 16: Step 5 - Creating high-volume video content - And making it easy; Chapter - 17: Step 6 - Multi-video campaign activation and testing (how to grow ROI)

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Book SynopsisNatalie Berg is a retail analyst and Founder of NBK Retail, a consultancy specializing in retail strategy and future trends. Based in London, UK, she was formerly the Global Research Director at Planet Retail, and is a regular conference speaker and media commentator whose views on retail have been published in the FT, Forbes, BBC and The Times. Miya Knights is Global Content Strategist at poq Commerce, with 25 years' experience as an analyst, journalist and editor specializing in retail enterprise technology use. Based in Sussex, she is the owner and publisher of Retail Technology magazine and has appeared on the BBC, Channel 4 and Euronews and commented in The Telegraph, The Times and The Financial Times among others, as well as regularly speaking at or moderating industry events. She has also been recognized as the 2021 Arts & Media Senior Leader by the Black British Business Awards.Trade Review"Berg and Knights deliver surgical insights on Amazon's progress and impact during the global pandemic while curating an updated end-to-end landscape view of the industries affected by the Amazon. The second edition of Amazon is the go-to primer for those wanting to learn about Amazon." * Anh Nguyen Lue, North America Open Innovation and eCom Category Management Leader, P&G *"How will retailers respond to this new and emerging threat posed by Amazon? There remain only three options; compete, concede or collaborate." * Ruth Harrison, Global Head of industry Domains, Thought works and former GM, Selfridges *"Berg and Knights keep us up to date with what is hot in the Amazon ecosystem today. Whilst many retailers claim to be customer-centric, the disjointed nature of their businesses allows Amazon to continue to forge ahead. This book is essential reading for anyone who believes in Amazon as a competitor. Read it and learn from it." * Clive Humby OBE, Co-founder of dunnhumby and Chief Architect of Tesco’s Clubcard *"By far the best business book I have ever read!!! It is so filled with fascinating relevant facts, so up to date, so comprehensive, zero fluff or filler. Everyone in business should read this." * Michelle Greenwald, Professor of Digital Marketing, Columbia University and CEO, Catalyzing Innovation *"If you believe in the philosophy of knowing your enemy then Amazon is a must-read for any omnichannel retailer." * Tim Mason, CEO, Eagle Eye Solutions *"As well as being a comprehensive and authoritative insight on how the Amazon model relentlessly evolved to create more Amazon, it's also a must-read insight into the future of Shopping and how Retail must adapt to stay relevant to the on my terms customer." * Robin Phillips, CEO, The Watch Shop *"Berg and Knights thoughtfully and thoroughly dissect all of Amazon's consumer and competitive competencies. Berg and Knights' analysis dives deep into Amazon's business strategies and provides ample advice on what competitors need to do to thrive alongside Amazon." * Sucharita Kodali, Vice President and Principal Analyst, Forrester Research *"In this book, Berg and Knights comprehensively and accessibly unpack Amazon's multi-layered strategy - with a perspective that understands them as a technology company but is rooted in the authors' deep knowledge of the retail space. Essential reading for anyone trying to understand retail's Amazon-centric future." * Bryan Gildenberg, SVP, Commerce at Omnicom Commerce Group *"Natalie Berg and Miya Knights have written one of the definitive accounts of the rise of Amazon and its dramatic impact on the world of retail. There are valuable lessons in this book for investors and retailers, especially for companies looking to excel at WACD: What Amazon Can't Do. I highly recommend this book." * Mark S. Mahaney, Senior Managing Director, Evercore ISI *Table of Contents Section - 01: It’s an Amazon world; Section - 02: Why Amazon is not your average retailer - Introduction to retail strategy; Section - 03: Pandemic pivots - How COVID upended the retail industry; Section - 04: Amazon’s pandemic power grab; Section - 05: The Prime ecosystem - Redefining loyalty for today’s modern shopper; Section - 06: Retail apocalypse or rebirth?; Section - 07: End of pure-play e-commerce - Amazon’s transition to bricks and mortar retailing; Section - 08: Amazon’s grocery ambitions - Create a platform to sell you everything else; Section - 09: Supermarkets - A brave new era; Section - 10: A private label juggernaut - Here comes the squeeze; Section - 11: Technology and frictionless retail; Section - 12: AI and voice - The new retail frontier; Section - 13: Store of the future - How digital automation will enrich the customer experience; Section - 14: Redefining the store - Shifting from transactional to experiential; Section - 15: Retail fulfilment - Winning the customer over the final mile; Section - 16: The last-mile infrastructure; Section - 17: Conclusion - Peak Amazon?

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Book SynopsisGary A. Bolles is based in San Francisco, California and is the Chair for the Future of Work with Singularity University and a partner in strategy consulting firm Charette, LLC. A globally recognized expert on the future of work, he consults with C-suite leaders of global companies, labor and education leaders from Brazil to Canada, and global non-profits. He is the co-founder of eParachute.com, inspired by his father's bestselling book What Color Is Your Parachute?, and visiting lecturer to a variety of school systems, including Isha Vidhya in India, and a regular guest lecturer for Gartner.Trade Review"I can't think of a better time to start rethinking work, or a better book to help you do it. Gary A. Bolles has produced a provocative and practical guide for reimagining how you design jobs, build teams, solve problems and shape cultures." * Adam Grant, #1 New York Times bestselling author of Think Again and host of the TED podcast WorkLife *"Let me make this abundantly clear: The Next Rules of Work is your roadmap to build an exponential future of work for your organization - today." * Peter H. Diamandis, MD, Founder, XPRIZE, Singularity, New York Times bestselling author of Abundance & BOLD *"As I've predicted for years, exponential technologies will profoundly transform our lives and our organizations. In The Next Rules of Work, Gary A. Bolles has shown how those same technologies can actually help to create a more human-centric future of work." * Ray Kurzweil, inventor, futurist and author of The Singularity Is Near *"If you're confused about what the future of work holds, The Next Rules of Work is the perfect companion to take on your journey, filled with practical advice and inspiring examples that will guide you through these tumultuous times." * Charlene Li, New York Times bestselling author of The Disruption Mindset, Founder & Senior Fellow at Altimeter, a Prophet company *"The future of work is in our hands but, as with any design project, we have to understand the needs and constraints. The Next Rules of Work brilliantly describes the canvas on which we can create meaningful work and impactful organizations, fit for the 21st century." * Tim Brown, Chair of IDEO and author of Change By Design *"Rules change. Work changes. We adapt; or do we? Can we? This all came together for me about page 229. Read it." * Vint Cerf, Internet Pioneer *"The Next Rules of Work shows how moonshot thinking can help leaders create an inclusive future of work, starting right now." * Esther Wojcicki, author, Moonshots in Education & How to Raise Successful People *"The global society is facing unprecedented shifts in the way of work amplified by the Covid-19 pandemic and an increased need for automation and digitalization. But as Bolles points out, the most pressing question is not a potential lack of work in the future, but the need for individuals to acquire new skills and capabilities to constantly adapt in an ever-changing environment. But we can overcome any obstacles if employers, governments and individuals work together to make the future work for everyone." * Alain Dehaze, CEO, Adecco Group *"The Next Rules of Work offers a fresh and insightful view on how the world of work will look like in a post-pandemic world. Gary does a fantastic job articulating these insights to help catalyze positive change in our organizations." * Adilson Borges, Ph.D., Chief Learning Officer, Carrefour *"The Next Rules of Work is a must-read for anyone seeking to understand how the world is not just rapidly changing but being dramatically reshaped. Gary provides a playbook for leadership that prioritizes organizational purpose and deep human values as the means for what inspires people to do their best work and institutions to operate with the needs of society at the center which, in and of itself, ensures institutions are built for the long term and serve the needs of all stakeholders." * Dov Seidman, Founder and Chairman of LRN and The HOW Institute for Society, and author of HOW *"The Next Rules of Work is a roadmap to an inclusive future of work, and Bolles is the clear-eyed guide that we all need on that journey." * Ravin Jesuthasan, Recognized futurist and author of Reinventing Jobs and Lead the Work *"The future of work has many challenges, but this inspiring and insightful book offers actionable steps all organizations can and must take to harness the opportunities ahead for everyone. If we follow the path laid out here, we will make a big shift from challenge to opportunity and create much more human-centric work." * John Hagel, Futurist, strategist and trusted advisor *"The Next Rules of Work shines a bright light for those who have been feeling their way to a most fulfilling future of work. Gary A. Bolles writes with clarity and empathy for readers seeking to build more inclusive, productive and dynamic workplaces." * Chris Shipley, author of The Adaptation Advantage *"Imagine you could wave a magic wand and get a clear picture of just what you need - the mindset, skillset and toolset to ensure success in today's rapidly changing world. Whether you're in business, or in the business of helping the next generation of children, students or employees thrive in the 21st-century, The Next Rules of Work is that magic wand!" * Laura A Jana, MD, Pediatrician, Social Entrepreneur, author of The Toddler Brain: Nurture the Skills Today that Will Shape Your Child’s Tomorrow *"The Next Rules of Work guides leaders towards a future not of automation and substitution, but autonomy and inclusion, providing clear strategies for transforming an organization in an accelerating world." * Vivienne Ming, Founder, Socos *"An immediately practical guidebook for navigating work, career and life in our ever changing world, while helping create a better future of work for us all. As Bolles says, No human left behind." * John O’Duinn, author of Distributed Teams: The Art and Practice of Working Together While Physically Apart *Table of Contents Chapter - 00: Introduction; Section - ONE: Rules; Chapter - 01: The Old Rules of Work; Chapter - 02: The Next Rules of Work; Section - TWO: Mindset; Chapter - 03: Your Organization’s Culture Is Its Mindset; Chapter - 04: The Problem-Solving Mindset of Workers and Teams; Section - THREE: Skillset; Chapter - 05: The Skills of Next Organizations; Chapter - 06: The Skills of Tomorrow for Workers and Teams - PACE; Section - FOUR: Toolset; Chapter - 07: The Next Toolset for Organizations; Chapter - 08: The Next Toolset for Workers and Teams; Chapter - 09: Conclusion - The Future We All Want

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Book SynopsisRob James established his own leadership consultancy practice in 2003 after senior roles in executive development at PwC. In this practice, and as a Programme Director at London Business School, he has worked globally across many industry sectors using experimentation to create greater value for businesses. Dr Jules Goddard is the leading proponent and practitioner of action learning programmes at London Business School, UK. He was the first person to be appointed Gresham Professor of Commerce and now serves as a member of the Council of the Royal Institute of Philosophy.Trade Review"I've worked with the authors and as a consequence know that their advice is based on huge experience and rigour. They write as they talk, common sense supported by acute observation." * Sir John Rose, CEO Rolls-Royce 1996-2011 *"James and Goddard have been teaching the "how to" of experimentation to executives for the past two decades. They have now put their insights and wisdom into this practical and very readable book. It is a winner! It belongs on the shelf of every manager." * Professor Costas Markides, Professor of Strategy and Entrepreneurship, London Business School *"Under Rob's and Jules' guidance, the experimentation movement has changed our game. In fact, it has become a key part of ensuring that our organization is future ready." * Paul Dupuis, CEO, Randstad Japan *"Their writing is a dance between philosophical gems and practical nuggets. Readers are stimulated to think about how they could embark on their own journeys of experimentation." * Anil Sachdev, Founder and Chairman, School of Inspired Leadership, India *"In this highly practical book, Jules and Rob outline what is takes to bring experimentation to life; to have fun and increase an organization's curiosity in finding what works and adds value and what doesn't." * Steve Hurst, VP Learning & Development, Sage *"This book is a celebration of a truly scientific approach to business, one which seeks to find out what you don't know, rather than endlessly optimising on the little that you do." * Rory Sutherland, Founder and Vice Chairman, Ogilvy UK and TED Global speaker *"Having worked with both authors I am continually struck by the impact that they and their methodology has on senior leaders. Their approach is both provocative and pragmatic and has led to some amazing experiment results." * Roger Minton, Head of Leadership Development, Anglo American *"This book offers a wise reflection as well as a practical approach to make business experiments part of the way we lead our organizations into the future." * Thierry Bonetto, Former Director of Learning & Development, Danone (2008-18) *"Most seasoned executives buy into the idea that we should encourage more experimentation in business, but they often don't know where to start. This book solves the problem - it is full of practical advice and it is written by two genuine experts, Rob James and Jules Goddard, who have been helping organisations run business experiments for more than a decade." * Professor Julian Birkinshaw, Professor of Strategy and Entrepreneurship, London Business School *"This is a deeply insightful, thought-provoking and practical book, offering an approach that will be of value to organisations of all kinds. The authors unpack experimentation with commendable clarity." * Dr Andrew MacLennan, Founder and Managing Director, Strategy Execution Ltd *"Could there be a timelier book than Business Experimentation? As businesses the world over look to reset, I doubt there can be a more important book for leaders to read." * Keith Coats, Futurist and leadership expert, Co-founder of TomorrowToday Global *"For anyone interested in exploring the spirit of experimentation in their organization, and building a culture of curiosity for themselves, this will be essential reading." * Andy Craggs, The Jump Network *"The book is a perfect balance of academic rigour AND business relevance. It is provocative and provides pragmatic tools for success that explain the Why, the What and the How." * Linda Irwin, Senior Client Director, London Business School *"Business Experimentation is very timely. Jules Goddard and Rob James' book provides a high-level reflection and a practical roadmap to experiment and find new ways forward." * Muriel Larvaron, Director, Insights & Partnerships, CEDEP (European Centre for Executive Development) *"This book is a great source of insight for leaders who understand that the world is ever-changing and consistently strive to master the latter and to adapt." * Pierre Deheunynck, Executive Vice President of ENGIE Group, Head of human resources, transformation and global business support *"Business experiments lead to discoveries and insights and promote constant further development and innovations. You will be inspired and excited when you read Jules and Rob's book and immediately feel like starting your own experiments." * Dr Sven Ebert, Head of Innovation Laboratory in Innovation & Research, Roche Diagnostics International *"I was inspired and awed by the beauty of Rob and Jules "Business Experimentation" as a masterful tool to address opinions and habitual patterns. With experimentation, a bridge is created to have a stance in life where opinions and points of view rather than divisiveness provide a common ground to support a shared understanding. Much needed in today's world!" * Dr Valerio Pascotto, Founder, IGEOS Consultancy for Organizational Development and High Performance *Table of Contents Chapter - 01: Introduction to experimentation in business; Chapter - 02: What we really mean by ‘experiments’; Chapter - 03: Ten principles of successful business experiments; Chapter - 04: A ‘typology’ of experiments; Chapter - 05: The benefits of experimentation – And what inhibits managers from using it; Chapter - 06: An overview of the experiment process; Chapter - 07: Identify; Chapter - 08: Discovery; Chapter - 09: Ideation; Chapter - 10: Define; Chapter - 11: Experiment; Chapter - 12: Evaluation

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Book SynopsisTom Goodwin is a writer, speaker and advertising and media provocateur and consultant. He has been voted a top 10 voice in Marketing by LinkedIn, one of 30 people to follow on Twitter by Business Insider, and a 'must-follow' by Fast Company. An industry commentator on the future of marketing and business, he is a columnist for TechCrunch and Forbes and frequent contributor to the Guardian, GQ, Ad Age, Wired, Ad Week, Inc, MediaPost and Digiday. He is based between London, UK, and New York City in the United States.Trade Review"Big, bold ideas that make you think." * Scott Galloway, Professor of Marketing, NYU Stern School of Business, and bestselling author, 'The Four' and 'Algebra of Happiness' *"Digital Darwinism is a rare call for long-term thinking in a short-term world. Tom Goodwin has a gift for asking questions that don't let you off the hook. With Digital Darwinism, he asks some of the most pertinent, well-researched, brilliantly presented and hard to answer questions all businesses brave enough should be asking themselves." * Sam Conniff, Bestselling Author, 'Be More Pirate', and Director, Uncertainty Experts *"Digital Darwinism can be a threatening concept, but Tom Goodwin's advice is refreshingly optimistic: don't wait for the perfect moment - embrace change before you have to, change often, focus on possibilities rather than threats and act with common sense and urgency. Whether you're building a start-up or transforming an established legacy brand, you'll find value in Goodwin's perspective." * Jeff Dailey, CEO, Farmers Insurance *"The business book leaders need, but don't deserve." * Alex Roy, TV Host, and Director of Special Operations, Argo AI *Table of Contents Chapter - 01: Business in the age of disruption; Chapter - 02: The three phases of change; Chapter - 03: Disruption and the paradigm shift; Chapter - 04: The third era of management; Chapter - 05: Starting your digital transformation; Chapter - 06: How to provoke and inspire change; Chapter - 07: Creating a vision to transform; Chapter - 08: Operations for the digital age; Chapter - 09: A culture for transformation; Chapter - 10: Rethinking your future

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Book SynopsisTom Goodwin is a writer, speaker and advertising and media provocateur and consultant. He has been voted a top 10 voice in Marketing by LinkedIn, one of 30 people to follow on Twitter by Business Insider, and a 'must-follow' by Fast Company. An industry commentator on the future of marketing and business, he is a columnist for TechCrunch and Forbes and frequent contributor to the Guardian, GQ, Ad Age, Wired, Ad Week, Inc, MediaPost and Digiday. He is based between London, UK, and New York City in the United States.Trade Review"Big, bold ideas that make you think." * Scott Galloway, Professor of Marketing, NYU Stern School of Business, and bestselling author, 'The Four' and 'Algebra of Happiness' *"Digital Darwinism is a rare call for long-term thinking in a short-term world. Tom Goodwin has a gift for asking questions that don't let you off the hook. With Digital Darwinism, he asks some of the most pertinent, well-researched, brilliantly presented and hard to answer questions all businesses brave enough should be asking themselves." * Sam Conniff, Bestselling Author, 'Be More Pirate', and Director, Uncertainty Experts *"Digital Darwinism can be a threatening concept, but Tom Goodwin's advice is refreshingly optimistic: don't wait for the perfect moment - embrace change before you have to, change often, focus on possibilities rather than threats and act with common sense and urgency. Whether you're building a start-up or transforming an established legacy brand, you'll find value in Goodwin's perspective." * Jeff Dailey, CEO, Farmers Insurance *"The business book leaders need, but don't deserve." * Alex Roy, TV Host, and Director of Special Operations, Argo AI *Table of Contents Chapter - 01: Business in the age of disruption; Chapter - 02: The three phases of change; Chapter - 03: Disruption and the paradigm shift; Chapter - 04: The third era of management; Chapter - 05: Starting your digital transformation; Chapter - 06: How to provoke and inspire change; Chapter - 07: Creating a vision to transform; Chapter - 08: Operations for the digital age; Chapter - 09: A culture for transformation; Chapter - 10: Rethinking your future

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Book SynopsisPeter Cheese is Chief Executive of the Chartered Institute of Personnel and Development (CIPD), the professional body for HR and people development. He is also Chair of the What Works Centre for Wellbeing. Based in London, UK, he writes and speaks widely on the themes of the future of work, and engages with politicians, policy makers, academics, business leaders and leaders in the people profession. Prior to the CIPD, he was Chair of the Institute of Leadership and Management after a long career at Accenture where he led the global consulting practice in people and organisation.Trade Review"Few people have thought so long and hard about the future of work as Peter Cheese. His book offers a timely and comprehensive guide to the forces that will shape the work of tomorrow and lays down the challenge to all of us to help create a good work future." * Matthew Taylor, CEO, RSA, and author of the Taylor Review of Modern Working Practices *"Peter's considerable experience in the world of HR makes this book on the future of the workplace and workforce a must read." * Lord Mark Price, former MD of Waitrose, Founder of Engaging Business and WorkL, and Chairman of Fair Trade UK, Member of the House of Lords *"Peter Cheese's unique perch offers readers a thoughtful perspective on the changing world of work. His observations are astute; his predictions compelling; and recommendations impactful. With his insights, business and HR leaders will discover opportunity as they harness the uncertainty ahead." * Dave Ulrich, Rensis Likert Professor, Ross School of Business, University of Michigan, Partner, The RBL Group *"As a passionate advocate of equality in the Workplace, it is fantastic to see this book talk about the future of work and the challenges and the opportunities it will present. Everyone in business should read this. It opened my eyes to the future we all face." * Baroness Ruby McGregor-Smith, former CEO of Mitie Group, President of the British Chambers of Commerce, Member of the House of Lords *"Never has the pace of change in the world been so rapid. And while we can't be certain of the future, as Peter Cheese sets out in this book, we can shape it. The New World of Work is a compelling narrative of the factors at play and the principles at stake, and is a "must" read for policy makers, business people, educators, indeed for all of us, as it touches the heart of humanity and the skills we will all need to adapt and prosper in the future." * Sir Peter Estlin Former Lord Mayor of the City of London *"For anyone wanting to better understand and glean valuable insights into the future of work and its drivers, challenges and opportunities, this book hits the target. Importantly, it also offers a set of principles to help guide us to a better future of work." * Professor Chris Warhurst, Director of the Institute for Employment Research, Warwick University *"At a time of huge dislocation in the world of work this books provides context and ideas about how we adapt and adopt a new approach to work, workforce and workplace - a useful blueprint for all those working in an ambiguous time." * Helen Cook, Chief HR Officer, NatWest Group *"When someone with great leadership experience is generous enough to share his wisdom and knowledge with others, it provides a short cut for the rest of us in finding solutions to the complex challenges we face. Peter has been more than generous in this book. However, Peter does more than be generous. Peter shows the reader how to navigate through choppy seas whilst maintaining our integrity, our compassion and our sense of responsibility for leaving the world of work a better place for the next generation. It's a "must read" book for all who are bothered about being trustworthy leaders."" * Professor Veronica Hope Hailey, Director of Policy and Research, The Forward Institute, Professor Emeritus of Management Studies, University of Bath. *"Good work is central to fulfilled personal lives and successful organisations. Peter sets out the rationale for change along with practical insights to secure improved individual and organisational wellbeing." * Anne Sharp CBE, CEO Lincolns Inn and former CEO Acas *"Peter is a leader on Human Resources, CEO of the Chartered Institute of Personnel and Development, and Chair of the What Works Centre: What Works Wellbeing, He knows a great deal about people and work. Human capital and organisation are his passion, and he is a highly respected and recognised consultant, speaker and writer in the field. Writing this book in a Covid-engulfed world, he discusses major shifts in technology, globalisation, geopolitics, education and training, all amid economic uncertainty. The volatility and ambiguity of our current world is made clear. We are at the point of new era and this book helps us to understand what should guide us for the future." * Professor Dame Carol Black, former President of Royal College of Physicians, Principal of Newnham College Cambridge, senior government advisor on health and wellbeing *Table of Contents Chapter - 01: A new era of work; Chapter - 02: Economics and the economy; Chapter - 03: Globalization and geopolitics; Chapter - 04: Social and demographic change; Chapter - 05: Technology: Automation, AI and beyond; Chapter - 06: Education and learning; Chapter - 07: Focusing on the right things; Chapter - 08: Building responsible business; Chapter - 09: Leadership for the future; Chapter - 10: People strategy at the heart of business strategy; Chapter - 11: Good work as a goal; Chapter - 12: The agile learning organization; Chapter - 13: Wellbeing as an outcome; Chapter - 14: #WTF - What’s the future?;

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Book SynopsisPeter Cheese is Chief Executive of the Chartered Institute of Personnel and Development (CIPD), the professional body for HR and people development. He is also Chair of the What Works Centre for Wellbeing. Based in London, UK, he writes and speaks widely on the themes of the future of work, and engages with politicians, policy makers, academics, business leaders and leaders in the people profession. Prior to the CIPD, he was Chair of the Institute of Leadership and Management after a long career at Accenture where he led the global consulting practice in people and organisation.Trade Review"Few people have thought so long and hard about the future of work as Peter Cheese. His book offers a timely and comprehensive guide to the forces that will shape the work of tomorrow and lays down the challenge to all of us to help create a good work future." * Matthew Taylor, CEO, RSA, and author of the Taylor Review of Modern Working Practices *"Peter's considerable experience in the world of HR makes this book on the future of the workplace and workforce a must read." * Lord Mark Price, former MD of Waitrose, Founder of Engaging Business and WorkL, and Chairman of Fair Trade UK, Member of the House of Lords *"Peter Cheese's unique perch offers readers a thoughtful perspective on the changing world of work. His observations are astute; his predictions compelling; and recommendations impactful. With his insights, business and HR leaders will discover opportunity as they harness the uncertainty ahead." * Dave Ulrich, Rensis Likert Professor, Ross School of Business, University of Michigan, Partner, The RBL Group *"As a passionate advocate of equality in the Workplace, it is fantastic to see this book talk about the future of work and the challenges and the opportunities it will present. Everyone in business should read this. It opened my eyes to the future we all face." * Baroness Ruby McGregor-Smith, former CEO of Mitie Group, President of the British Chambers of Commerce, Member of the House of Lords *"Never has the pace of change in the world been so rapid. And while we can't be certain of the future, as Peter Cheese sets out in this book, we can shape it. The New World of Work is a compelling narrative of the factors at play and the principles at stake, and is a "must" read for policy makers, business people, educators, indeed for all of us, as it touches the heart of humanity and the skills we will all need to adapt and prosper in the future." * Sir Peter Estlin Former Lord Mayor of the City of London *"For anyone wanting to better understand and glean valuable insights into the future of work and its drivers, challenges and opportunities, this book hits the target. Importantly, it also offers a set of principles to help guide us to a better future of work." * Professor Chris Warhurst, Director of the Institute for Employment Research, Warwick University *"At a time of huge dislocation in the world of work this books provides context and ideas about how we adapt and adopt a new approach to work, workforce and workplace - a useful blueprint for all those working in an ambiguous time." * Helen Cook, Chief HR Officer, NatWest Group *"When someone with great leadership experience is generous enough to share his wisdom and knowledge with others, it provides a short cut for the rest of us in finding solutions to the complex challenges we face. Peter has been more than generous in this book. However, Peter does more than be generous. Peter shows the reader how to navigate through choppy seas whilst maintaining our integrity, our compassion and our sense of responsibility for leaving the world of work a better place for the next generation. It's a "must read" book for all who are bothered about being trustworthy leaders."" * Professor Veronica Hope Hailey, Director of Policy and Research, The Forward Institute, Professor Emeritus of Management Studies, University of Bath. *"Good work is central to fulfilled personal lives and successful organisations. Peter sets out the rationale for change along with practical insights to secure improved individual and organisational wellbeing." * Anne Sharp CBE, CEO Lincolns Inn and former CEO Acas *"Peter is a leader on Human Resources, CEO of the Chartered Institute of Personnel and Development, and Chair of the What Works Centre: What Works Wellbeing, He knows a great deal about people and work. Human capital and organisation are his passion, and he is a highly respected and recognised consultant, speaker and writer in the field. Writing this book in a Covid-engulfed world, he discusses major shifts in technology, globalisation, geopolitics, education and training, all amid economic uncertainty. The volatility and ambiguity of our current world is made clear. We are at the point of new era and this book helps us to understand what should guide us for the future." * Professor Dame Carol Black, former President of Royal College of Physicians, Principal of Newnham College Cambridge, senior government advisor on health and wellbeing *Table of Contents Chapter - 01: A new era of work; Chapter - 02: Economics and the economy; Chapter - 03: Globalization and geopolitics; Chapter - 04: Social and demographic change; Chapter - 05: Technology: Automation, AI and beyond; Chapter - 06: Education and learning; Chapter - 07: Focusing on the right things; Chapter - 08: Building responsible business; Chapter - 09: Leadership for the future; Chapter - 10: People strategy at the heart of business strategy; Chapter - 11: Good work as a goal; Chapter - 12: The agile learning organization; Chapter - 13: Wellbeing as an outcome; Chapter - 14: #WTF - What’s the future?;

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