Business strategy Books

Book SynopsisThis ground-breaking and highly visual book presents a framework on how to relate to these times of technological uncertainties. The author, a serial entrepreneur, technology investor and futurist, argues that by combining curiosity, a bit of skepticism and understanding of current trends we can gain insight into and take advantage of the opportunities that come from new technologies. This handbook will give you a clear view of technology's impact beyond the hype and a complete toolbox on how to handle the upcoming revolution from a strategic perspective. You will delve into a step-by-step approach on how to analyze technologies, assess business implications and adapt to a new reality. Digitization is only the warmup, and ignorance is not a viable business strategy!

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Book SynopsisStaring at a screen? Thinking hard? Lacking insights? Struggling to generate ideas? It’s a familiar story in a world where work demands us to deliver more, with less. And you’re probably working on a business challenge right now. Successful problem solving, strategic thinking, insight discovery and idea generation needs structure. But so many people in business (who should know better) approach the design and delivery of creative projects both big and small in a linear, dull and predictable fashion. This is NOT the way. Strategy needs to be facilitated. It’s not enough to run a hot bath and hope for eureka breakthroughs. Innovation teams demand inspiration. Something PowerPoints will never deliver. And creativity needs to be role-modelled. Following process alone will only get you so far. You’re holding the anti-manual (a rule-breaking guidebook) for the mavericks, pioneers, mavens and creative sherpas striving to challenge the status quo. If new thinking is something you find motivating and exciting, then this book is for you. THIS IS NOT THE WAY is a valuable dip-in-and-out source of stimulus, stories, tricks, tools and tips to create wonder and magic in the broken world of work.

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Book SynopsisContrary to the notion that leaders contribute to positive behaviour within organisations, this book reflects growing interest in the ‘dark side’ of leadership: the unethical and immoral personalities that can reside in positions of power. Drawing on empirical and theoretical analysis, the author examines immorality within leadership and the underlying causes behind this behaviour. Focusing on the impact of institutional pressures, this book analyses how such behaviour is influenced by internal and external factors. By employing a theoretical framework, the author seeks to demonstrate that institutions either compel leaders to be ethical and moral, or in contrast, they actually provide legitimacy for immoral actions. An insightful and thought-provoking read, The Dark Side of Leadership will be of interest to those studying leadership, HRM, and business ethics, as well as social psychology scholars.Table of Contents

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Book SynopsisIn view of the rising importance and prevalence of network-based collaboration, this book aims to meet the need for more theory in this area. Theoretically conceptualizing and empirically describing the practice of reflexive leadership in inter-organisational networks, it explores how member organisations approach reflexive leadership and the associated challenges. Examining these questions from wider leadership theory perspectives as well as a tighter focus upon inter-organizational networks, the author specifically explores how reflexive leadership can be sustained and how social and political contexts may obstruct or support its use, acceptance and practice. Based on in-depth qualitative empirical fieldwork in the Swiss healthcare sector, the book offers a novel practice-theoretical model for use in inter-organizational networks.Table of Contents1. The need for reflexive leadership in inter-organizational networks Research question and research issues Relevance to research and managerial practice Theoretical perspectives Empirical perspectives Contributions and structure of the book 2. Theoretical foundations of leadership in networks Action- and structure-oriented theories of leading in networks Affordances and limitations Towards a practice theory of leading in networks Summary and outlook 3. Reconstructing leadership in networks as a reflexive practice Principles of practice theory Networks as bundles of inter-organizational practices The practice of leading in inter-organizational networks The meaning and role of reflexivity in leadership practice Summary and outlook 4. Methodology Longitudinal qualitative comparative case study design Research context and field access Data collection and analysis Research aim and ethical considerations Summary and outlook 5. A practice-theoretical model of reflexive leadership in networks Assumptions about networks, leadership, and the role of reflexivity A closer look at the model Summary and outlook 6. Case study I: Peripheral Starting conditions (2000 – 2002) Period 1 (2003 – 2006): Peripheral’s birth Period 2 (2007 – 2008): Peripheral’s pilot phase Period 3 (2009 – 2013): Integrating care Summary and outlook 7. Case Study II: Urban Starting conditions (2000 – 2006) Period 1 (2007 – 2009): Urban’s launch Period 2 (2010 – 2012): Building Urban Period 3 (2013 – 2014): Ambulatory primary care Summary and outlook 8. Discussion Comparative analysis and theorization Theoretical implications Practical implications 9. Conclusion

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Book SynopsisThis book is a timely guide on what constitutes effective leadership in Africa. It explores how today’s leaders in Africa perceive their role, the challenges they experience, and how they operate effectively as leaders. In the era of globalization, there is an increasing need to offer guidance on how leaders can adjust their leadership style to suit situational contexts. Drawing on case study and survey data, this book illustrates to scholars and leaders worldwide the vision of leadership that is emerging in Africa. It will contribute to the development of a new community of global leaders, integrating cutting-edge knowledge on leadership development in Africa.Trade Review“This book examines leadership through a new lens, demonstrating a high level of scientific analysis through an interdisciplinary approach addressing both theory and practice. Scholars, graduate students, and nongovernmental organizations, as well as policy makers in government will find the book very rewarding.” (Felix Kiruthu, Governance, Vol. 34, 2021)Table of ContentsContents 1. Introduction Eva Jordans, Bettina Ng’weno and Helen Spencer-Oatey Part 1: Foundations 2. Global leadership: key concepts and frameworks Helen Spencer - Oatey 3. Leadership in Africa: Past, Present & Future Perspectives Estelle-Marie Heussen – Montgomery and Eva Jordans 4. The Historical, Political and Demographic Context of Leadership in Africa Bettina Ng’weno Part 2: Case Studies and Survey findings 5. Methodology Eva Jordans and Helen Spencer-Oatey 6. Young Leaders transforming Science in Ghana Yaw Bediako and Eva Jordans 7. Leadership and culture in corporate organisations in Nigeria Ike Nwankwo, Estelle-Marie Heussen - Montgomery and Eva Jordans 8. Bridging the generation gap: Perceptions of leadership by senior and young leaders in Tanzania Mwatima Juma and Eva Jordans 9. Changing leadership perceptions: Leaders in the private sector in Kenya Kanini Mutooni, Bettina Ng’weno and Eva Jordans 10. Emerging People-oriented Leadership in Rural development in Rwanda Joseph K. Nsabimana and Eva Jordans 11. Leadership development needs and experiences: Survey findings Helen Spencer-Oatey and Daniel Dauber Part 3: Implications and applications 12. Understanding leadership and its development in Africa Eva Jordans, Bettina Ng’weno and Helen Spencer-Oatey

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Book SynopsisWhat is the difference between a fire fighter and an architect? One deals with crises as they arise while the other is capable of building something that can withstand all weathers. Using this analogy, Architects of Change provides you with the tools to grasp, leverage and harness the dynamics that shape tomorrow's markets. It encourages you to nurture an entrepreneurial mind-set to transform the way a business – or even an entire industry – operates. Tackling crucial topics related to geopolitics, creative destruction, fake news, resilience and creativity, this book gives you the tools to analyse your environment and future trends in order to reinvent the way you do business. It teaches you how to: · Identify actors of change · Conduct simulations about the future · Assess threats of political instability · Build a strategy for a profitable and sustainable firm amid ongoing uncertainty · Become an architect of change yourself. Containing original interviews with industry insiders, including a world-famous expert on brands and luxury, the former CEO of a major think tank, a thought leader from CISCO, the former chairman of the US National Intelligence Council, and a former chief political scientist of a large Asian bank, this book helps you to understand the type of imagination and creativity this business environment requires not only to survive, but thrive.Table of Contents1: A Tale of Two Professions.- 2. Case Study: When James Bond Met Q.- 3. The World We Live In.- 4. Case Study: The Change-maker Game.- 5. The Road to Reinvention.- 6. Case Study: Founding a Popular Pizza Place in Paris.- 7. The Power of Analysis.- 8. Case Study: Strategising at Amazon When Globalisation Comes Under Pressure.- 9. The Significance of Anticipation.- 10. Case Study: Getting Ready for the World in Five Years.- 11. The Purpose of Imagination.- 12. Case Study: Conducting a Pre-Mortem.- 13. The Meaning of Creativity.- 14. Case Study: Looking for Talent in a Chaotic World.- 15. A Tribute to my Kids (The Ultimate Architects of Change).

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Book SynopsisInternationalizing your firm presents both exciting opportunities and daunting challenges, regardless of your industry. While strategy will vary from firm to firm, this book provides a solid set of decision-making tools that will support you as you take your company global. Starting with the most important step – cultivating a truly international perspective in your senior management team – it sets out the pros and cons of each choice you will face as you define and shape a global strategy. With a pragmatic toolkit provided at the end of each chapter, The Art of Going Global will help to improve your decision-making capabilities in relation to a range of challenges, including:· Selecting foreign markets · Adapting your business model· Navigating uncertain global markets· Managing across cultures· Choosing between entry mode options With case studies and insights illustrating how to apply each toolkit, this book is ideal for practitioners, MBA students, and those in executive education. It will help you to consider a variety of alternative solutions for key managerial decisions on internationalization, the costs and benefits of different strategic scenarios, and ultimately drive you to create a clear global vision for your firm. Table of Contents1. Is Your Business Reaching its Full Potential in Global Markets?.- 2. Global E-E-E Mindset: Empathy, Ethics and Engagement.- 3. How to Enter a Foreign Market.- 4. Implementing Internationalization Strategy: People's Issue.

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Book SynopsisThe power of gender difference, not gender equality, is a secret source for success. Some smart businesses are starting to wake up to this fact. This book explores why and how. Properly valuing brain gender diversity in the workplace is one of the biggest and largely untapped sources of competitive advantage for modern businesses. Recent advances in neuroscience provide the key to unlocking it. Modern research shows that there are gender-based differences in the brain – it’s just not as simple as a binary between a ‘male brain’ and ‘female brain’. In fact, our brains are like a mosaic where many of the tiles are available in thousands of shades on a spectrum between pink and blue. The problem is that our workplaces tend to be governed by structures, processes and cultures that are practically pure blue. All the brains in the business that are elsewhere on the spectrum cannot thrive as they might, so sources of productivity, creativity and agility go untapped. Anyone who manages people needs to understand how the brain works and the impact it has on how people work together as teams. Anyone who wants to unlock the talent and productivity of all of their people needs to understand how recent findings around male- and female-type brains should shape the way they manage. Leading applied neuroscientists and international corporate coaches Kate Lanz and Paul Brown show you why and how to access all the brains in your business.Table of ContentsChapter 1 Brain Sex and Biological Sex.- Chapter 2 Conditions for Optimal Brain Function.- Chapter 3 Survive, Thrive and Flow.- Chapter 4 Brain-Sex Based Attention and Communication.- Chapter 5 Power, Politics and Pressure.- Chapter 6 Problem Solvers and Solution Seekers – the Difference between Intra- Compared with Inter- Neural Connectivity.- Chapter 7 The Beginnings of a New Motivational Theory, from the Engendered Brain.- Chapter 8 The Business Case for Valuing Brain Sex Difference.- Chapter 9 How to Ignite All the Brains in the Business.- Chapter 10 Exhaustion, Energy and Excellence – The Male-Female Differences.- Chapter 11 Creating the Mind of the Organisation.- Chapter 12 The New Organisational Paradigm.

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Book SynopsisAn executive’s transition into any leadership role can be a challenge. Such transitions do not always go smoothly, and the negative consequences can be significant. This is particularly so for Chief Information Officers (CIOs), as the role has evolved significantly over the years yet remains deeply ambiguous. This is despite information and technology moving from the periphery of an organization to a fundamental driver of innovation and competitive advantage. This book is to help the newly appointed CIO “take charge”: the process of learning and taking action that the newly appointed CIO goes through until s/he has mastered the new assignment in sufficient depth to be effective in the role. This book provides keen insights into the challenges faced by today's CIOs while transitioning into a new role and enlightens readers on how to navigate the organizational environment in order to implement necessary changes. With plenty of practical tools and insights it will help you to: • Decide how best to approach the job • Prioritize the first areas of the business you should attend to • Draw up your goals for the first few weeks and months into the role • Find out if there are there any decisions that you can postpone making Based on over 200 interviews with CIOs, CxOs, and recruiters, this book offers readers guidance on how to take on the role of a business executive with special responsibility for information and technology, with ten key prescriptions to maximize success.Table of Contents1. The Ambiguity of the CIO Role2. No CIO Is an Island3. How New Leaders "Fit In"4. Setting the Stage for CIO Transitions5. Beyond the First 90 Days: Taking Charge6. The Phases of Taking Charge7. The Other Side of the Coin8. Peers, Relationships and Influence9. Taking Off: Guidance for CIOs10. Advice from CIOs to CIOs

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Book SynopsisTechnology has made human lives incomparably better. Civilization as we know it would utterly collapse without it. However, if not properly managed, technology can and will be systematically abused and misuse and thereby become one of the biggest threats to humankind. This open access book applies proactive crisis management to the management of technology organizations to make them more sustainable and socially responsible for the betterment of humankind. It forecasts the unintended consequences of technology and offers methods to counteract it.Table of ContentsCh 1: Threats of Imaginable and Unimaginable Proportions.- Ch 2: Beyond the Hype.- Ch 3: Pluses and Minuses.- Ch 4: Technological Messes.- Ch 5: Managing Tech.- Ch 6: The Socially Responsible Tech Company.- Ch 7: The Moral Underpinnings of Technology.- Epilogue: The Future of Technology.

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Book SynopsisThis book highlights lateral management as the answer to the strategic opportunities and challenges posed by digital transformation. Digitalization is now changing the economy and society as dramatically as the dawn of electrification a century ago. Production methods, products, sales structures, marketing, and even markets themselves are set to change in the digital era.In addition to introducing readers to the concept of lateral management, and detailing the structure and functioning of 'lateral companies', the authors show how leadership and cooperation norms carried over from the 20th century need to be adapted for the digital era. They demonstrate the opportunities that digitalization offers companies, employees and managers in terms of enhancing their freedom, individuality, job diversity, and creative and innovative power. The authors also provide a unique management instrument, the 'Lateral Culture Index®', which measures the hierarchies of leadership; provide new benchmarks; and identify seven essential factors for lateral companies. Readers will learn how to implement lateral management in their companies and be familiarized with the instruments that can help them do so. Table of ContentsPrologue: Mail-order companies without catalogues, orchestras without conductors, self-determined footballers and five colours.- Creative Destruction – the Digital Revolution and its Consequences.- A brief history of the management ideas of the 20th century.- Cracks in the world view of classical management.- A Brief History of Successful Lateral Organizations.- Lateral Management in the 21st Century.- Epilogue.

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Book SynopsisThis book provides an extensive overview of family business-related topics such as context and uniqueness, lifecycle and ownership configurations, conflict management, corporate governance, succession challenges, internationalization, innovation, and socioemotional wealth. Each chapter features clear learning objectives, key concepts and terminology, and dedicated case studies to demonstrate the main messages. The book not only considers the day-to-day dynamics in family businesses, but also places substantial emphasis on the entrepreneurial skills needed for these businesses to survive and thrive, today and tomorrow. In addition, it elaborates and discusses a number of best practice examples, which offer valuable guidance not only for scholars, but also for students who wish to study these challenges.Table of ContentsNature of Family Business.- Governance in the Family Businesses.- Strategic Management in Family Businesses.- Innovation in Family Businesses.- Succession and Family Businesses Longevity.- Socioemotional Wealth in Family Businesses.- Human Resource Management in Family Business.- Conflict Management in Family Businesses.- Internationalization of Family Businesses.- Case Study 1 - The New York Times Company - The Evolution of a Publicly-traded Family Firm via Changes in Corporate Governance and Strategies.- Case Study 2 - Merdeka College International Communication Bridge (ICB) - Founder's Succession Concerns.- Case Study 3 - Ugarak Product - Preserving Socioemotional Wealth in the Family Business.- Case Study 4 - QCamel: A Journey Full of Ethical Farming.

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Book SynopsisThis book examines the important role of HR practitioners acting as toxin handlers within their organizations and the dangers they face when dealing with toxic workplace emotions caused by difficult organizational decisions, such as mergers and acquisitions, staff reductions, and restructurings. Exploring what they do, why they do it, and the personal and professional rewards created by the work, it also examines the dangers that await them in terms of risks to their personal well-being. In today's world, layoffs, harassment, discrimination, personality conflicts, or an abusive boss are just a few of the many types of workplace situations that can generate intense emotional pain for employees—feelings like anger, frustration, stress, disappointment, and even fear. Unfortunately, these types of events are predictable and somewhat inevitable, but it is the way organizations handle them—or do not—that can create a serious problem for employees. The responsibility often falls to HR to help troubled employees reduce their emotional pain so that they can re-focus and get back to work as quickly as possible, resulting in positive organizational outcomes. This book highlights the balancing act that HR must perform of caring for employees and championing their causes while at the same time driving toward organizational goals set by senior leaders. The author demonstrates how toxin handlers reduce organizational pain during tough times while also exploring the costs to their own well-being. Readers will learn to minimize the negative impact of toxic emotions from an organizational as well as individual perspective. This book will teach HR professionals strategies about how to anticipate and navigate the organizational toxicity caused by some of the inevitable and difficult people-related situations that are likely to come their way.Table of Contents 1 Toxin Handlers: Who They Are and What They Do 2 What Causes Toxic Workplace Situations? A Focus on the Economic and Legal Drivers 3 What Causes Toxic Workplace Situations? A Focus on the Individual, Situational, and Systemic Drivers 4 What Causes Toxic Workplace Situations? A Focus on the Ethical Drivers 5 Why They Do It 6 How They Reduce Organizational Pain 7 Why Organizations Need Them 8 Friend or Assassin: Whose Side Is HR On, Anyway? 9 The Price They Pay 10 Running on Empty: Warning Signs of Compassion Fatigue and Burnout 11 Perceived Low Value of HR’s Work to Senior Leaders (and How HR Can Fix This) 12 Promising Macro Strategies to Minimize Harm to Toxin Handlers 13 Promising Micro Strategies to Minimize Harm to Toxin Handlers 14 Can We Reduce Organizational Toxicity by Improving Our Leaders? Hint: Yes, We Can! 15 The So-What? Making Sense of It All 16 Epilogue: A Manifesto for a New (and Better) Future Correction to: The So-What? Making Sense of It All Appendix A: Executive Summary of the Research Study Appendix B: Technical Report Bibliography Index ​

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Book SynopsisThis book assembles many of the great leaders of the senior living and care industry to discuss their paths to and views on leadership. Each chapter provides readers with ideas, information, and inspiration on how to achieve leadership in this dynamic, mission-focused industry. It includes various strategies for success, such as promoting meaning and purpose in corporate culture, making decisions in the absence of perfect information, managing your personal assets of relationships and reputation, and finding competitive advantages through technology, training, and team-building. These leaders also share their experiences responding to COVID-19 and discuss how the pandemic may change the future of leadership in the industry. Whether your path starts in gerontology, nursing, social work, design, real estate, finance, law, operations, or technology, and whether one pursues work in the private, nonprofit, or government sectors, this volume provides a valuable resource for all aspiring and developing leaders in the senior living industry.Table of ContentsChapter 1. Introduction.- Chapter 2. How an Innovator Thinks: Applied Evangelism.- Chapter 3. The Founder.- Chapter 4. Pioneer in Assisted Living.- Chapter 5. A Revolutionary in Aging.- Chapter 6. Changing the World: From Government to Assisted Living.- Chapter 7. Memory Care Futurist.- Chapter 8. From Pro Athlete to Senior Living to Pro Sports. Chapter 9. Leading the Way, South of the Border.- Chapter 10. Competition channeled into Leadership. Chapter 11. A Social Entrepreneur.- Chapter 12. Hippie at the Helm.- Chapter 13. Breaking the Mold.- Chapter 14. Innovating Senior Living.- Chapter 15. Making Decisions Without All the Information.- Chapter 16. Marketing My Way into Senior Living.- Chapter 17. Transforming an Organization.- Chapter 18. Financial Leadership.

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Book SynopsisD&I is no longer a passing fad. It’s not about legal compliance or HR box-ticking, in fact diversity and inclusion is a critical factor for success. #MeToo, #BlackLivesMatter and the ballooning disparate consequences of Covid-19 on minorities brings renewed emphasis on D&I agendas, and the economic reality that diverse talent is good for business and good for sustainability. In Beyond D&I, Kay Formanek brings her more than twenty years’ experience working with the world’s leading organizations to take diversity and inclusion into the strategic roadmap of the organization. Whether you’re a leader, HR practitioner, sponsor of a D&I initiative or an employee who wants to see your organization benefit from more inclusivity, the book equips you with the tools you need to develop the strategic case for diversity, craft a compelling narrative and chart a tailored roadmap to lock in diversity gains and close key performance gaps. As well as two core anchor models—the Virtuous Circle and Integrated Diversity Model— the book features case studies, profiles of inclusive leaders, engaging and intuitive visuals and a wealth of evidence-based initiatives that you can start implementing today. With five essential elements and six core capabilities, the result is a definitive, holistic and practical guide that will help you convert your D&I initiatives into sustainable diversity performance.Table of ContentsChapter 1: Setting the stage for a new leadership paradigm Business leaders, scholars and politicians agree that we are facing a watershed moment in the history of our world. Organisations are required to anticipate and respond to fundamental changes stoked by the exponential role of technology (e.g. exponential growth in computing speed, 5G connectivity, exploding data storage capacity and deep learning artificial intelligence); highly connected financial and trade markets; and a pronounced consumer shift towards socially responsible consumption. Organisations need to consider their business footprint on a fragile world, for the traditional business model no longer serves a world that is overpopulated and where climate change systematically reduces habitable and productive land. The traditional business model has generated relative economic growth, but a significant portion of the world’s population lives in poverty and is at war. A new leadership paradigm is required to successfully navigate an increasingly complex environment (VUCA: Volatile, Uncertain, Complex, Ambiguous). Just as the environment is fluid, so are the capabilities of a leader fluid. Just as the traditional operating model of organisations requires adaptation, so do the capabilities of leaders require adaptation. Specifically, future sustainability for organisations requires a 360-degree view on complexity (through cognitive diversity), the ability to create conditions for transformative innovation (enabled by inclusiveness), and a strategic narrative that inspires, energises and unites efforts (expressed through purpose). At the global-level, diversity and inclusiveness are found in the UN Resolution (The Future We Want), which contains 17 Sustainable Development Goals (SDGs), in an effort by the UN to create a comprehensive plan of action to build a global partnership for sustainable development to improve human lives and protect the environment. The future we want supposes a global interconnectedness of economics, social issues and the environment – and realising it requires diversity, inclusiveness and purpose. Organisations are inspired by this global SDG blueprint and are driven to incorporate these SDGs into their purpose, their strategy and their operational measures (ESG) by their stakeholders, who increasingly adhere to SDG goals, including assessing organisations based on how they treat their employees, their environment and their community. This creates the conditions for a virtuous and reinforcing circle between diversity, inclusion and purpose. Leaders at the helm of organisations need to respond to these new organisational conditions with new capabilities and a new leadership approach. Specifically, leaders need to authentically embody and express their own diversity and inclusive leadership and purpose as they connect and unite their teams and organisation through the shared pursuit of organisational purpose. Chapter 2: Introducing the Virtuous Diversity, Inclusiveness and Purpose (DIP) Circle This chapter describes the evolution of the terms and meaning of diversity, inclusive leadership and purpose and their mutual influence and impact, presented via the Virtuous DIP Circle. It also addresses the interplay between diversity, inclusiveness and purpose. Diversity means having a seat at the table. Inclusiveness means making sure voices are heard at the table. Purpose is having different voices aligned around a common intent. And bias is the reason why some seats at the table are provided to the same people and why some people are listened to more than others. An example of what is covered in the chapter: Diversity encompasses inherited dimensions of diversity (such as race and gender both tightly associated with systemic social disadvantages) and also acquired dimensions of diversity (such as work experience) that together result in expanded cognitive diversity. How diversity is defined is how it is led. This means that acquiring and nurturing a rich understanding of diversity and how it links back to organisational performance is critical. With this richer framing of what diversity means to an organisation, the diversity gap, with reference to the organisational journey, can be defined. FIGURE1: Proprietary Virtuous Circle Diagram Chapter 3: Putting the Virtuous DIP Circle to work This chapter enables leaders to apply the Virtuous DIP Circle within their organisation by leading a strategic assessment of the level of environmental complexity, the associated transformation journey their organisation faces, and their gaps in the Virtuous DIP Circle. The leader is given the tools to identify gaps in diversity, inclusiveness and purpose vis-a-vis their external environment. This Chapter also dwells on the movements in 2020 around COVID-19 and the #BLM offering case studies and examples on how organisational leaders can raise their voices and that of their organisation to support their societal purpose. FIGURE 2: Proprietary Virtuous DIP Circle Assessment Chapter 4: Introducing the Integrated Diversity Model The Virtuous DIP Circle creates a compelling strategic narrative for the organisation vis-a-vis its external environment. The Virtuous DIP Assessment provides the leader with an understanding of the gaps allows the leader to power their transformational journey by capitalizing on their Virtuous DIP Circle within the belly of their organisation. This is done by way of applying the Integrated Diversity Model. The model comprises six critical intervention areas that need to be acted upon in an integrated manner, so that the strategic narrative is fulfilled by tapping into the power of diversity and inclusion. 1. The first intervention area is about extinguishing implicit bias and talent blind spots that lead to a homogeneous talent pool and reduce the richness of talent and its perspectives to support the realisation of the strategic narrative. The second intervention area is to develop a clear case for diversity and inclusion that goes beyond the traditional business case that only was expressed across all levers of business performance. The new case for diversity and inclusion is wedged in the societal case and the Sustainable Development Goals. Organisations that are truly operating in accordance with these values can then benefit through the more traditional business case levers. The third intervention area is to build inclusive leadership as a key organisational capability so that leaders are groomed not only to lead the diversity agenda, but also to practice day-to-day diversity leadership through their values, behaviours and actions. The fourth intervention area is to re-engineer systems, processes and protocols such that diversity and inclusion are maximally supported and magnified to realise the strategic narrative. The fifth intervention area is to upgrade diversity metrics so that diversity is measured not only by demographics, but also by engagement and leadership profiles and attributes. The sixth intervention area is to celebrate and augment the diversity and inclusion initiatives and to evaluate to what degree the strategic narrative has been enabled by these initiatives. This chapter not only introduces the Integrated Diversity Model, but also ratifies the strategic efficacy of the model through sharing the latest research validation and illustrating how the model has been applied in varied forms within organisations. FIGURE 3: Proprietary Integrated Diversity Model Chapter 5. Assessing your diversity and inclusion initiatives against the Integrated Diversity Model Over the past 50 years, there has been an increasing focus on realising diversity in society, by legalizing out discrimination, supporting affirmative action in the 1960s, creating a compelling business case for diversity, and holding CEOs and boards accountable for achievement within organisations and through quotas in many nations. Despite this focus on diversity in society, many companies still treat diversity as a side-pillar and 75% of organisations have not been able to convert their focus on diversity into results and many have hit a ceiling. The barriers include a lack of embedding diversity into the transformational journey and leaders who don’t walk-the-talk of inclusive diversity; the failure to comply with legal regulations and industry diversity-linked codes; the inability to capture the hearts and minds of the organisation, resulting in a lack of engagement and “divided diversity”; and finally, lack of supporting systems and processes that operationalise diversity and inclusion initiatives and deliver the desired performance. The authors provide a strategic way for leaders to assess the way that diversity and inclusion initiatives are currently embedded in their organisation (their organisational typology). This is by way of the Diversity and Inclusion Typology Framework. Through this Typology Framework they can discover where the axis of the Diversity and Inclusion initiatives reside in their organisation and envisage how to re-configure and re-enforce new and current initiatives so as to assure effectiveness of an overall integrated effort. The Typology Framework reveals whether the organisation treats diversity and inclusion strategically or operationally and whether diversity and inclusion initiatives are focused more on external compliance or on capturing the engagement and support of its people. It is when organisations are able to drive their initiatives strategically and operationally, with compliance and with the hearts of employees, that there is a sweet spot of diversity performance that creates magnified and sustainable diversity performance. However, there are usually one or more blind spots within an organisation, which results in the organisation placing more emphasis on one or more dimensions to the exclusion of the others, consequently undermining diversity performance. An analysis of companies reveals a certain typology of diversity initiatives that occurs: 1. Compliance Focus (focus on metrics and quotas, but little focus on inclusion and people) 2. Soft Focus (focus is mostly on inclusion and people engagement, often heavily driven by HR, but lacks the strategic focus and initiative to measure diversity like a business) 3. Missionary Focus (there is genuine commitment to diversity by the CEO and board, but it is not operationalised in the organisation) 4. Disparate Focus (there are many disparate initiatives, often from within the organisation itself, but they lack strategic sponsorship) During the Typology assessment, the following questions are addressed: 1. How has the focus on diversity changed within your organisation? 2. Which diversity initiatives get the most attention? 3. Do you recognise yourself in one of the Typology Types? 4. Can you provide characteristics and examples for each typology in your organisation? 5. What typology is most important for your organisation, given your strategic narrative and your transformational journey? 6. Why is there no integrated view, and what opportunities are being missed by having a fragmented view? 7. What are the key immediate actions that would allow the organisation to build an integrated program? 8. What is the role of your board in supporting you to achieve an integrated focus within your organisation? FIGURE 4: Proprietary Diversity and Inclusion Typology Framework (comprises 4 figures for each typology type) Chapter 6: Surfacing implicit bias that negates the Virtuous DIP Circle’s benefits The ability to reap the benefits of the Virtuous DIP Circle and its related journey is deeply compromised by the automatic, restricted lens of leadership. System 1 is a catchphrase for the host of implicit bias, cognitive bias, and automatic and stereotypical thinking that leadership unwittingly exhibits as it attempts to put the Virtuous DIP Circle to work. It is important to recognize that the restricted lens of leadership is a feature of human survival and has its seeds in the hard-wiring of humans, from birth through a process of biological development (with its roots in neuroscience), and is a feature of the world we live in, where there is strong interaction between societal norms, values and roles and the decisions leadership makes. The biological and social hard-wiring causes the most fervent leaders of the Virtuous DIP Circle to be unwittingly waylaid in their pursuit of the dynamics required to deliver its benefits. Leadership requires not only awareness of the limitations of their lens, but also support from rituals, practices and behaviours that create an environment wherein the results of their leadership efforts become effective. Neuroscience has provided a perspective on why this is: it is our hard-wiring. Although it has been critical to our survival for the past 10,000 years, this hard-wired and lazy default of in-group and out-group thinking creates barriers to entry and the nourishment of diverse talent. Furthermore, we are characterized by System 1 and System 2 thinking, and this creates lazy and default thinking (i.e. stereotyped thinking) when we are under stress and making talent decision. These are talent blind spots. FIGURE 5: Proprietary Adapted Implicit Bias Codex Chapter 7: Moving beyond the traditional business case for diversity and inclusion This chapter sets out both the societal case for diversity (forged on the principle of equality) and the business case for diversity in your organisation. Societal Case Moving beyond the traditional business case means leading the conversation with the social case (‘the right thing to do’) first instead of the traditional business case levers. Increasingly CEOs are motivated to develop diversity because it’s the right thing to do, and it’s good for society. Moreover getting stuck in the statistics of the business case will delay the real work from happening. For organizations looking to increase the representation of severely underrepresented social groups, communicating messages about their commitment to fairness and equality is crucial. However, as representation increases, the organization might think about shifting diversity communication to valuing and appreciating social group differences. Business Case Ever since the BOLD initiative in the 1990s, there has been formidable research attempting to prove the correlation between diversity and performance. This business case has been built mainly on demographics (e.g. diversity performance related to gender, race and age) and surfaced the genuinely accepted levers for performance in our society and within organisations. These business case levers include the following: 1. Increased bottom line performance, such as ROE and ROI 2. Increased customer congruence 3. Increased innovative capability and creativity 4. Increased talent pool 5. Increase employee engagement and wellness of people 6. Increased access to networks and information Of the 6 key business case levers identified above, there is causal* research evidence supporting business case levers 3 and 6. There is correlational* evidence supporting business case levers 1, 2, 4 and 5. Organisations also struggle to develop a business case for their organisation and are unable to fully articulate how diversity and inclusion investments and initiatives translate directly to the fulfilment of their strategic narrative, support their transformational journey and yield bottom-line benefits. Leaders are presented with a compelling view of what constitutes a moral and business case for diversity and inclusion initiatives illustrated by the latest research and case studies of organisations that have finely tuned their business case to their context, purpose and transformational journey. FIGURE 6: Proprietary Societal and Business Case for Diversity Chapter 8: Creating an inclusive leadership capability This chapter explores inclusiveness as a capability, the characteristics of inclusive leaders, and what constitutes the actions, metrics and behaviours of inclusive leaders. Research has confirmed (ref. Stefano et al.) that only when teams are diverse and they are supported by inclusive leaders do abnormal positive benefits accrue to diverse teams. Within organisations where diversity is pursued for the benefit of window-dressing and where managers suppress diversity, those diverse teams deliver abnormal negative performance relative to the homogeneous teams. This research is not widely known and is not often talked about, which has created a sense that by simply adding diversity to a team, one can deliver on the societal and business case for diversity. The reason inclusive leadership is so important is that diverse voices need to be not only invited to the table, but also encouraged to speak and be heard. These outcomes of being invited and being heard are facilitated by leaders who are able to create an environment of respect and support for diversity and to sponsor diversity initiatives. Inclusive leaders create workplace dignity and are regarded as stewards of the values of diversity and inclusiveness. Further research highlights that there is no more impactful manner to create an inclusive environment than through the behaviour, practices and actions of inclusive leaders, for these leaders create a culture-in-motion and are emulated for being fine diversity and inclusion leaders. Research and experience also confirm that the Inclusive Leadership Capability is one of the most important capabilities for organisations that wish to navigate a complex world and where inclusive leadership is impressed in all the organisation’s leadership processes, including the assessment of leaders as inclusive leaders and the manner whereby inclusive leaders are rewarded. FIGURE 7: Proprietary Inclusive Leadership Capability Assessment Chapter 9: Embedding diversity and inclusion in the belly of your organisation Given that the hard-wiring of people – leaders included – is difficult to adjust, the best method for creating an inclusive environment is to develop rituals, processes and structures which constantly serve as a reminder for why diversity is important and to de-bias processes within the employee life cycle. This chapter deals with the manner through which senior leaders in an organisation can ensure that the strategic narrative for diversity and inclusion are cascaded within the belly of the organisation. This chapter also addresses rituals and practices that can be adopted by the chair of board, executive board members, the CEO and other senior leaders so as to send an important signal to other leaders and the organisation about their personal commitment to and support of diversity and inclusion. Rituals, practices and policies for pioneering organisations in diversity and inclusion are listed and compared to those in less mature organisations. These pioneering rituals, practices and policies are natural candidates for being cascaded into the belly of the organisation. Pointers are given to senior leaders regarding the type of interventions that should be initiated by practitioners in their organisation to review and de-bias the talent-touching processes. The specific operational actions are dealt with in the Practitioner Handbook, which will be published as a separate book. FIGURE 8 : Proprietary List of Highly Effective Interventions for Leadership of Diversity and Inclusion Chapter 10: Formulating relevant diversity and inclusion metrics Since the early 1950s, the focus on and measurement of diversity have largely been at the demographic level, with specific focus on gender, race, age and sexual identity. The measurement of demographics is largely targeted to the senior levels of the organisation (e.g. the percentage of women on a board) in aggregate and still largely dominates the measurement of most diversity programs. However, pioneering organisations are demanding a richer view on their diversity and inclusion interventions by attempting to measure additional aspects, such as new dimensions of diversity (e.g. work specialisation) at all levels of the organisation as well as measuring critical contributors to diversity performance, such as the engagement of their people, the presence of inclusive leadership, the return on diversity investments, and the realisation of the societal and business case levers for diversity and inclusion. This chapter proposes a formula by which a 360-degree view on the state of diversity and inclusion can be measured, thereby better supporting the realisation of the strategic narrative for diversity and inclusion and its contribution to realising performance goals. FIGURE 9: Proprietary Diversity and Inclusion Measurement Formulae Chapter 11: Celebrating and diversity and inclusion The first chapter of the book painted a picture of the changing context for organisations. Next, the case was made that a Virtuous DIP Circle powers organisations that wish to navigate this external complexity and deliver on a new paradigm in which organisations strive to be strong in a sustainable and SDG-linked world. A dynamic environment requires an agile and dynamic Virtuous DIP Circle, resulting in an expanded strategic narrative. Consequently, the Integrated Diversity Model is also dynamic. Thus, diversity and inclusion is not a project nor a program, but a journey – and the journey does not end, because the context and the transformational agenda of the organisation are never constant. Given that reality, the journey needs to be seen in waves and celebrated per wave, and the learnings need to be distilled, shared and celebrated. This chapter explains to leadership what constitutes external and internal recognition that is at the origin of well-deserved celebration. The chapter also provides best practices for leadership rituals and practices that sustain and renew the Virtuous DIP Circle and seed the reinforcement and enrichment of the Integrated Diversity Model interventions. FIGURE 10: Proprietary Diversity and Inclusion Recognition Score Card Chapter 12: Summary of strategic interventions for the leader and their organisation to put the Integrated Diversity Model to work This chapter concludes the book by offering the leader a way forward to encapsulate the learnings and reflections in strategic yet practical interventions that allow them to serve as a strategic leader of diversity and inclusion and to translate their vision to an actionable way forward for those who will operationalise these efforts within the organisation. This chapter also makes the case that successful leadership incorporates leadership of self (i.e. the leader), leadership of the team and the leadership of the organisation. Consequently, the chapter creates an inventory of personal, team and organisational interventions that have an impact by creating reinforcing mechanisms for realising the Virtuous DIP Circle

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Book SynopsisThis book dives deep into the "Three Pillar Model" (3-P-Model) applied by the authors for organizations. These pillars are: Sustainable Purpose, Traveling Organization, and Connected Resources. The authors specifically concentrate on the pillar Traveling Organization and help in understanding the concept, its design, and navigation in practice. The expert contributors also show the relevance of the 3-P-Model in diverse areas – from profit and public organizations to the catholic church and cultural work. The navigation is aligned with the pillar Sustainable Purpose and connects professional topics, organizations, and people as three core resources. Organizational scientists, business strategists, and executive MBA students will particularly benefit from this book.Table of ContentsPart I: Introduction & Framing.- Further Development of the Application of the Three Pillar-Model.- Navigating a Travelling Organization towards Future Success – How to Inspire and Co-Create the Joint Endeavor.- Part II: Concepts & Instruments.- Navigating Travelling Organizations Means Beginning - What Prevents Us from the New?.- The Role of “Navigators” in Travelling Organizations.- Viable Stepping-Stones along Transformation Journeys – Ensuring Business Execution while Transforming Diverse Organizations.- Agile and Design-Based Methodologies in Sales and Service Delivery - The Application of Design for Execution to Field Teams in the Pharmaceutical Industry.- The Leader’s Personal Approach to Navigating a Travelling Organization.- Objectives and Key Results: How Navigating Travelling Organizations Might Succeed.- Decision Making in Travelling Organizations – How to-Principles and Practices.- Navigating Investments for Transformation in a Travelling Organization.- Part III: Application & Experiences.- Navigating the Ivory Tower.- The Dilemma of How to Navigate a Rock.- "No contact without resistance".- Why cultural policy has such a hard time with navigation.- Gathering Points Creating Momentum - Navigating the journey of a value-driven company.- Industrial Excellence Meets Travelling Organization - Keeping promises in the VUCA world.- Beating the Normal Curve – Finding the Path for a Travelling Organization in Disruptive Times.- Part IV: Resume.- Conclusions and Thanks.

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Book SynopsisThis Open Access book explores the meaning and roles that strategy and leadership play in our lives. Based on decades of experience, the author contemplates whether we believe strategic leadership exists because it actually exists, or whether it exists because we believe it does? Both answers are true. The author argues that the duality of the essence of strategic leadership is clear. It may appear to be personalised, or it may seem to be an important characteristic of the organization enacted everywhere where there is guidance. In fact, the discussion about strategic leadership raises more questions. In this thought-provoking book, the author puts forward a robust critical assessment of one of the most widely used concepts in management research and practice. Beginning with an ontological and historical discussion around which the concept of strategic leadership has developed, the book continues to discuss the phenomenon of strategic leadership. Utilising a post-modern perspective and by heavily drawing on concepts such as hegemony and ideology, the author then discusses the role of organizational culture and networks, as well as the underlying tensions that come associated with strategic leadership.Table of Contents1. The Classic Ontology of Leadership.2. Collective and Leadership.3. The Rise of Strategic Leadership.4. External Adaptation.5. Strategic Direction.6. Strategic Leadership Between Hegemony and Ideology.7. Organisational Culture, Leadership Language and Integration of the Collective.8. Configurations of Strategic Leadership.9. Strategic Leadership from the Social Network Perspective.10. Facing Tensions in Strategic Leadership.​

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Book SynopsisThis book demonstrates how leaders can use research from positive psychology to increase work engagement and wellbeing, improve relationships, and increase performance and productivity in the workplace. Specifically, it teaches leaders how to use psychology to understand their own contributions to their leadership style as well as to understand how their employees are being motivated to increase their engagement and productivity. Suitable for leaders, human resource personnel, consultants and coaches, this book gives research-based theory and insight into how leaders’ own attitudes, mind-sets and authenticity are influencing their employees level of performance, emotions and creativity. Readers learn how to motivate, bring meaning into the workplace, improve communication and relationships as well as how to use strength-based leadership. The book features examples from successful companies like Microsoft, Google and Disney and provides practical interventions and techniques in every chapter that can immediately be implemented into the workplace.Table of Contentsintroduction.- What is positive psychology, and why shall we use it in the workplace?.- Research results from the use of positive psychology in organizations.- The leader role.- Positive leadership.- Factors in the leader.- Factors in the leadership tasks.- Results in the employees.- The strength-based leader.- Organizational development with Appreciative Inquiry.

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Book SynopsisThis book provides a unique introduction for business leaders to the philosophical lexicon of classical and contemporary ideas—for and against—that are relevant to business and those destined to lead it. Rather than presenting the reader with a ‘philosophy of leadership’ the author uses his experiences in academia and as a leader in business to illustrate the practical application of philosophical ideas and methodologies covering the art and science of being a business leader: motivating stakeholders to deliver the initial phase of a business plan for a new product or service; processing information (and risky ‘hidden-information’) that brings the company vision into reality; and ethically managing relationships to enhance the quality of decision-making and its outcomes. Creative aspiration, knowledge and ethical character are the three pillars of leadership. Within that construct, this book challenges leaders to seek their own path to self-development inspired by ideas that shape the ecology of capitalism and the opportunities it provides stakeholders to endow meaning and dignity to their lives through their participation in business. Table of Contentsintroduction.- Part 1: Some philosophical foundations.- Part 2: Managing creativity…birthing the dream.- Part 3: Interpreting information to deliver the dream.- Part 4: Ethics and business…uniting the dream makers. Conclusion.- References.

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Book SynopsisA business ecosystem may be defined as a dynamic group of largely independent economic players that create products or services that together constitute a coherent solution for customers. Business ecosystems are high on the agenda of many business leaders. They are now highly prevalent, frequently disruptive, and all companies should add the required capabilities to their strategy toolbox. Business Ecosystems is based on more than three years of research by the BCG Henderson Institute, their work with dozens of companies on their ecosystem strategies, and hundreds of conversations with academics, managers, investors, entrepreneurs, and government employees. Part I reviews the fundamentals of business ecosystems – definition, design, success factors, governance, strategies. Part II elaborates on special topics, such as trust and data, industry applications, and their potential for sustainability. Ecosystems might not be a solution for all problems, but they are also not a transitory phenomenon. The field is evolving fast and as the success factors for creating, managing and participating in business ecosystems are increasingly accepted and understood, many established and emerging companies have the opportunity to put themselves in a position to unlock great innovation and value creation potential by engaging in ecosystem business models. This book will support business professionals and executives on this journey.

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a huge range and FREE tracked UK delivery on ALL orders.

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Book SynopsisThis book examines the concept of leadership from within the Islamic worldview, exploring its meaning and various manifestations through textual evidence from the two primary sources of Islam, The Qur’an and hadith. Using this theoretical framework concurrent with contemporary leadership theory, the authors scrutinise the distinctive leadership dynamics of Islamic organisations within a minority-Muslim context and a focus on Australia. Drawing on empirical data gathered over four years, the nature of leadership and its processes within this unique context is examined. Leadership in Islam reconciles the problematic processes that exist within Muslim organisational context and offers a set of measures and strategies to improve leadership processes including enacting leadership, enacting following, accommodating complexity, sense making and embracing basics as the core processes. This book will be beneficial for anyone who seeks to understand the meaning of leadership in Islam, the way Islamic organisations operate, and the way forward for improving leadership processes within an Australian/Western context.Table of ContentsChapter 1: Introduction.- Chapter 2: Leadership in Islam based on primary sources.- Chapter 3: Overview of the Australian Muslim context.- Chapter 4: Australian Muslims’ perceptions of leadership.- Chapter 5: Leadership: Core problems.- Chapter 6: Problematic context.- Chapter 7: Reconciling Problems.- Chapter 8: Accommodating Complexity and Sense making.- Chapter 9: Embracing Basics: Internal & External.- Chapter 10: Conclusion.

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Book SynopsisThis management book documents the remarkable transformation of DSM, first from a coal mining company to a commodity chemicals producer and then in the last two decades to the life sciences & materials sciences company it is today, with its strong focus on biotechnology. The book gives an inside view on the ‘strategic learning cycles’ that have driven this evolutionary transformation. It also discusses the company traits that have contributed to its ability to adapt, grow and prosper. Renowned business schools such as IMD and Babson have accompanied the second transformation of DSM through their executive education programs. The book documents this support and draws lessons for long-term collaboration between companies and the business school world.Table of ContentsPreface.- DSM - From Dutch State Mines to Chemicals Company.- Transforming a Business School.- Moving from Sales to Marketing.- Achieving Market Orientation.- Developing Business Strategy Dialogues at DSM.- Enhancing Business School Impact.- Embedding Business Strategy Dialogues as a Core Process.- Contributing to Business Strategy Dialogues.- Experimenting with Corporate Strategy Dialogues to Focus and Explore.- Branching out Beyond Strategy.- The Big Decision: Exit Petrochemicals?- Leveraging Faculty Learning Cycles.- Completing the Transformation of DSM.- Lessons for Academia and Business.- The Seven Traits of a Successful Company.

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Book SynopsisSie suchen nach einem zündenden Wort, nach einer treffenden Formulierung, nach einem passenden Zitat? Sie wollen Ihrer Rede Schliff verleihen und Ihre Ansprache eindrucksvoll mit einem Dichter- oder Denkerwort einleiten?Dieses Buch ist Ihre Quelle für Inspirationen und neue Denkansätze.Auch bei Workshops, Seminaren können die ausgewählten Zitate für Reflektion, Anschauung und Kreativität sorgen. Oder Sie lassen sich von den Kurzbiografien und den darin enthaltenen Impulsen und Tipps inspirieren.Table of ContentsLiteratur aus dem Altertum.- Literatur aus der Neuzeit.- Literatur aus der Moderne.

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Book SynopsisThe primary aim of this basic book is to familiarize students in (international) English-language programmes with the basics in the fields of finance, finance management and accounting. No prior knowledge of business economics is required.This book is user-friendly, accessible, and yet comprehensive in its approach. It takes an in-depth, integrated look at the principles of management accounting, financial accounting and finance. Examples and case studies from newspapers and professional journals encourage the practical application of the material. Study questions reinforce and test the student's understanding of the key concepts. A glossary of key terms is included at the end of each chapter. The book also contains multiple choice questions and other assignments designed to stimulate thinking about the topics that are discussed.Further self-test materials are available at www.basicsfinancialmanagement.noordhoff.nl including interactive multiple choice questions, exercises, cases and teachers manual.Table of ContentsIntroduction Part I: Businesses and Their Role in the Economy 1. Businesses and Non-Profit Organisations 2. Businesses: Activities and Legal Forms Part II: Finance 3. Financial Planning 4. Capital Budgeting 5. Working Capital Management 6. Capital Structure 7. Financial Statement Analysis 8. Financial Markets Part III: Management Accounting 9. Management Accounting 10. Costs 11. Cost Allocation 12. Budgets and Variance Analysis 13. Direct Costing and Cost-Volume-Profit-Analysis Part IV: Financial Accounting 14. The Annual Report 15. Financial Statements 16. Financial Statements (valuation) 17. Other Components of the Annual Report 18. Shareholding

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Book SynopsisExperienced base jumpers and other extreme sports athletes have one unwritten rule: self-knowledge. The way you think and the choices you make determine who you are and who you will become. If you know yourself, you will dare to take risks, to go your own way and to change. This rule goes for professionals who aim for high performances too. If you want your performances to have a positive drive, you first have to get to know yourself. Dare to Jump helps you to overcome your fears and gives you three power skills with which you can become the best version of yourself. Someone with a boundless mind-set, a sharp focus and a great amount of trust. You learn why focus is the new IQ, how to train yourself to enter the right flow, and how you build the level of trust within your team.

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Book SynopsisThe fields of mathematical statistics, statistical graphics, computer science and operations research have created the rich set of methods now called Analytics. Often analytics is characterized along three poles: descriptive analytics (what do data tell us), predictive analytics (what can be forecast based on the data, and with what certainty), and prescriptive analytics (how can the data inform changes to improve system performance).This book focuses on the second pole, predictive analytics. The areas of predicting a number, a class, and dynamic behavior are distinct, with different methods. This text has three parts based on these areas. Topics in predicting a number include simple and multiple linear regression, transformation of variables, analysis of observational data via cross-validation, the generalized linear model, designed experiments, and Gaussian process and neural network regression. Classification methods include neural networks, logistic regression, k-nearest neighbor, and linear discriminant analysis. Methods for predicting dynamic behavior include trend analysis, time series analysis and discrete-event dynamic simulation.Characterizing prediction uncertainty is a key focus of this text. The text provides analytic methods appropriate to each area, with an explicit process for applying such methods. Case data with corresponding R code are used to illustrate each method.Predictive Analytics for Business using R is designed for a hybrid class structure. Class sessions can be a blend of lecture format and flipped classroom case analyses. In a two-meetings-per-week fifteen-week structure, one day per week would be devoted to explaining methodology and presenting a case study, with the second day focused on coaching. Given the case structure, the text does not contain homework problems. Instead, at the end of each chapter there are links to cases posted online.

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Book SynopsisThis book shows how strategic management can be practiced in the context of flexibility. It discusses strategic formulation and implementation perspectives and practices, including vision and mission, general environment analysis, industry analysis, competitive advantage, resource and capability view, generic strategies, business level strategy, corporate level strategy, international strategy, change and turnaround, strategic implementation, and strategic controls, as well as flexibility embedded in these concepts. It can be used as a primary textbook for managerial programs for executives, and as a supplementary case textbook for core MBA courses. Exploring “Strategic Formulation” and “Strategic Implementation” concepts from a flexibility perspective, it is also an excellent companion to leading strategic management textbooks.Table of Contents1. Adani Group2. American Express3. Barbeque Nation4. DHL5. Essar Oil6. Federal Express7. Google India8. Lemon Tree9. Marriott Hotels10. National Stock Exchange of India11. National Thermal Power Corporation12. ONGC13. Punjab National Bank14. State Bank of India15. Tata Power

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Book SynopsisThis book focuses on leadership and strategy, corporate governance, operational excellence, and corporate social responsibility. In doing so, it offers both conceptual perspectives and case studies on these topics that are targeted at business executives who want to develop and mature towards being successful value creators in their leadership roles. Authored by the former CEO of National Australia Bank (NAB), Don Argus, and business school professor Danny Samson, the book provides insights on the strategic leadership factors that make a significant and positive difference when they are executed effectively and, in contrast, what happens when ineffective leadership/ strategy are deployed. It proposes and illustrates core leadership axioms, and also delves into sustainable development as an element of strategy. The authors do this by developing and illustrating core concepts that relate to the two major case study companies of NAB and BHP.Readers will be particularly interested in the core elements of leadership and strategy, and the grounded reality of how they operated in the case studies. The authors bring insiders’ and leaders’ perspectives to these topics, including tables that document shareholder value creation, and the logic behind strategic decisions, as well as key organisational leadership and strategic decision processes. Table of ContentsPart I Key Elements of Strategic Leadership1 Leadership2 Organisational (Business) Strategy3 Organisational Governance4 Corporate Social Responsibility5 Leaders of the FuturePart II Introduction to the Case Studies6 NAB (A): Banking and Financial Services, 1960–20207 NAB (B): NAB’s Acquisition Strategy8 NAB (C): Banking in Australia, NAB’s Track Recordand Trajectory9 BHP (A): ‘The Big Australian’ Overview and StrategicRoots10 BHP (B): Steel11 BHP (C): Minerals12 BHP (D): Petroleum13 BHP(E): Rejuvenation and Renovation Towardsa New Century14 BHP(F): Mergers and Acquisitions15 BHP(G): Global Strategy and the Foreign InvestmentReview Board (FIRB)16 BHP(H): Industrial Relations17 BHP(I): Environment18 Attachment 1: BHP DLC19 Brambles: Dual Listed Company Structures

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Book SynopsisThis book on business psychology—particularly organizational leadership—crosses industries, continents, and business environments: it includes 45 précis on emerging theories of leadership; ethical and cultural considerations; group and team leadership; leadership self-development; management philosophy and practice; organizational diagnosis and cultural dynamics; personality and lifespan in the workplace; professional development; qualitative research methods; psychological, socio-cultural, and political dimensions of organizations; the role of technology in organizations; strategic change management; and systems theory. The material ranges widely but is pithy: each précis offers in easy bites the latest "take" on the subject, drawing from popular textbooks, recommended readings, case studies, group exercises, personal experience, and self-reflection; each was written as a key to understanding and change with an eye to re-imagining leadership in the 21st century. Both rigorously researched and entertaining, this book addresses the fast-changing realities of organizational leadership in domestic and international settings across the private, public, and nonprofit sectors: it will serve as a valuable quick-access resource for practitioners and students.Table of ContentsEthical and Relational Leadership.- Paradox and Neuroscience: Emerging Theories of Leadership.- Personal Leadership Development Plans: Essentials and Practicum.- Personal Philosophy of Leadership.- Personal Philosophy of Leadership (2nd Edition).- Review of Situational Leadership® After 25 Years - A Retrospective.- Ethics: My Own Perspective.- Life-Markers and Personal Values.- Reflections on Four Case Studies in Ethics.- The Self in Teams.- The Self in Teams (Coda).- The Self in Teams (Continued).- Establishing Your Fundamental Self.- The Challenges of Learning from Experience.- The Full Range Leadership Model: Essentials and Practicum.- A Taxonomy of Management Theories.- Mintzberg's Managing: Implications for Coaching and Training.- Mintzberg's Model of Managing: Random Thoughts from an Observation.- Synergizing the Competing Values Framework and the Six-Box Model.- Blustein's Psychology of Working: A Very Short Introduction.- Contextual Factors in Working.- Developing Expert Leadership.- Identity Processes in Leader Development.- Leader Development Through Work Experience.- Moral Development for Authentic Leadership Effectiveness.- Seven Entries on 21st Century Working.- The Reflective Judgment Model: What Role in Leader Development?.- Analyzing the Logic of Articles and Textbooks: Essentials and Practicum.- Reading Research Articles.- Scholarly Argument: Linking Doctoral Research to Practice.- Critical Psychology and Organizations: The Case of the United Nations.- Development of Critical Psychology.- Minority Population Analysis: The Aeta of the Philippines.- Minority Populations: There Are More Than Meets the Eye.- Book Analysis of Interviewing as Qualitative Research (Seidman, 2013).- Research Concept Paper for Leading Organizations of the Future.- Change Management Strategy in Action: Independent Evaluation for Learning.- Schein's Process Consultation: Three Reactions.- Five Notes on Systems Theory.- Idealized Design for Virtual Teaming: A Modest Proposal.- Idealized Design: Three Reactions.- Mental Models In and Of Organizations.- The Learning Organization Needs No Apology.- Planning and Driving a Digital Strategy.- Information and Communication Technology in Organizations: An Evolutionary Perspective.

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Book SynopsisJames Robertson is a business analyst, problem solver, author, speaker, instructor, photographer, designer, and coach. He trained as an architect but left that for a career in IT and the sociological side of technology. He left the security of employment in Australia to move and start his own company (with his brilliant wife) in the United Kingdom. Since then he has gone on to co-author seven books, numerous courses, and the Volere requirements techniques and templates, which have been adopted by organizations all over the world as their standard for gathering, discovering, communicating, tracing, and specifying solution needs. James' career is broad, both in a geographical sense and the areas and systems that he has worked with. It is fair to say that James has worked on almost every type of commercial IT projectfrom a start as a programmer in a software development house in Sydney, to consulting in New York, London, Rome, and most European capitals. HeTrade Review“James and Suzanne have brought their deep and wide experience in business and systems analysis to bear on the importance of good analysis in agile domains. They cut through the hype and tackle the misconceptions that are rife around agile analysis by providing concrete advice and useful tools for anyone undertaking the vital analysis activities in agile development.” — Shane Hastie, Director of Agile Learning Programs – ICAgile; Lead Editor – Culture & Methods, InfoQ.com “What is a user story but a requirement? But is it the right requirement? The user said it was, but how does the user know? And how can you discover it? “Two words: Step back. “If you step back—and this book shows you how to do that—you can discover the real requirement. Why do you do this? It’s the only way to deliver real value to your customer. “And what could be more agile than that?” — Stephen J. Mellor, Signatory to the Agile Manifesto “This new book is a must-have for business analysts looking to bridge the gap between agile and other development approaches. It combines the best of both, into clear and simple guidance, presented in a delightful and light style.” — Neil Maiden, Professor of Digital Creativity, Cass Business School, City, University of London “ Business Analysis Agility provides the express on-ramp that business process change projects have sorely needed.” — Stephen McMenamin, Ex CIO & VP of Hawaiian Electric “The Robertsons share a plethora of tools and techniques that help you infuse agility in your business analysis. The book includes multiple examples and lively scenarios that engage and invite smart problem and solution exploration.” — Ellen Gottesdiener, Agile Product Coach, Founder EBG Consulting Table of Contents Chapter 1: Agile Business Analysis Chapter 2: Do You Know What Your Customers Value? Chapter 3: Are You Solving the Right Problem? Chapter 4: Investigate the Solution Space Chapter 5: Designing the Business Solution Chapter 6: Writing the Right Stories Chapter 7: Jack Be Nimble, Jack Be Quick Glossary Bibliography Index

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Book SynopsisKevin W. Grossman is the President of Talent Board, a research organization which provides industry benchmarks to show the business impact of effective candidate experience. Based in Santa Cruz, California, he has more than 22 years' experience in human capital and talent acquisition strategy and is responsible for the Candidate Experience Awards worldwide. Adela Schoolderman was the Director of Learning Programs and Advisory Services at Talent Board. Based in Seattle, Washington, she has 14 years' experience in talent acquisition, specializing in management consulting and technology recruiting within the financial services, life sciences, healthcare, retail and hospitality industries.Trade Review"This book is rooted in hands-on, practical knowledge that TA leaders can put to use day one to take their Candidate Experience to world-class levels. Kevin and Adela have literally given you the cheat code for success!" * Tim Sackett, President, HRU Technical Resources, Author of The Talent Fix: A Leader's Guide to Recruiting Great Talent *"What Kevin Grossman and Adela Schoolderman don't know about candidate experience isn't worth knowing! In Candidate Experience: How to Improve Talent Acquisition to Drive Business Performance you will gain everything you need to deliver the best experience possible for the humans in the recruitment process. Why? Because people make businesses succeed and if you are giving the people you'd like to hire a poor experience, you are damaging the future of your company in more ways than you'd think. Based on 10+ years of research, and full of case studies and easy to implement steps, this is the book you need to ensure your company delivers an exceptional candidate experience." * Katrina Collier, Author of 'The Robot-Proof Recruiter', Facilitator & Speaker *"In today's talent short labour market, providing superior candidate experience might be the advantage which makes the biggest difference to companies competing to hire. Few people know more about the topic than Kevin Grossman and Adela Schoolderman. They prove it with this definitive guide which operates as a how-to on each aspect of Candidate Experience. It's a must-read folks!" * Hung Lee, Curator of the weekly newsletter 'Recruiting Brainfood' *"At last, the definitive book on the Candidate Experience! Built on the back of years of research and some compelling case studies, the book analyses the constituent parts of the candidate experience. It offers evidence-based, actionable insights to improve this vital element of effective talent acquisition. An absolute must-read for anyone looking to improve the way their company recruits." * Matt Alder, Producer and Host of 'The Recruiting Future Podcast' *"Kevin Grossman and Adela Schoolderman have created a book that should become a foundational tool for all Talent Acquisition professional training. This book embarks on the candidate journey relationship with a company and delves into a decade of data and case studies to define who is a candidate and simply what is the best candidate experience they should have from world-class employers who seek to maximize their brand's long term success in retaining talent. I can't wait to share this book with C-suite executives to show how a "customer" is treated after not being selected can be just as powerful as the ones that you select to operate the company." * Cathy Henesey, SPHR, CHHR, SHRM-SCP, Vice President, Talent Acquisition, HR Shared Services, AdventHealth *"Kevin Grossman and Adela Schoolderman provide the reader with a methodical approach in understanding the candidate experience through a comprehensive question and answer framework. The authors focus on critical competencies of candidate experience including employer branding and recruitment marketing which are essential to building a successful talent acquisition organization." * Jennifer O’Brien, Global Talent Acquisition Leader of Candidate Attraction & Experience, Booz, Allen, Hamilton *"In their first book together, titled Candidate Experience: How to Improve Talent Acquisition to Drive Business Performance, co-authors, Kevin Grossman and Adela Schoolderman, have created a treasure trove of valuable content and information centered around the candidate experience. Accessing over a decade of data from The Talent Board, the research is validated throughout the book. This book is a leadership book for anyone in Talent Acquisition faced with improving their business and especially their focus on candidate experience." * Elaine Orler, Managing Director, Consulting, Cielo – Global RPO Partner *"Anyone who questions how a poor candidate experience can negatively impact a business should read this book. The authors have spent years tackling this research and it pays off here. Very clear and practical ways to improve candidate attraction, screening, interviewing, and hiring for any company trying to figure out how to yield better results. Not only can this lead to a great hire, but an energized and motivated one too!" * David Crawford, Vice President, Talent Acquisition, New York-Presbyterian Hospital *"This book is a must read for anyone wanting to positively impact candidate experience within your business or organization! The authors offer their subject matter expertise by sharing the inside scoop of why candidate and customer experience matters, and what you can do about it. We've been working with Talent Board since early 2017, and have leveraged their expertise, counsel, and research, to advance our talent experience strategy at Comcast." * Lisa Bianchini, Director - Talent Strategy & Experience, Comcast *"This book is a must have resource as you develop and implement your on-going talent strategy." * Steve Browne, SHRM-SCP, Chief People Officer, LaRosa’s, Inc., Author of 'HR on Purpose !!' and 'HR Rising !!' *Table of Contents Chapter - 00: Preface - About Talent Board and the Candidate Experience Awards; Chapter - 01: What Is Candidate Experience?; Chapter - 02: Why Is the Candidate Experience Journey So Important?; Chapter - 03: The Business Impact of Candidate Experience; Chapter - 04: Improving the Attraction Phase; Chapter - 05: Improving The Application Phase; Chapter - 06: Improving Screening and Interviewing; Chapter - 07: How to Reject Candidates with Empathy; Chapter - 08: Get Hiring Manager Support; Chapter - 09: Improving the Hire Phase; Chapter - 10: Overcoming Resistance to Improving Candidate Experience; Chapter - 11: Getting Leadership Buy-in to Improve Candidate Experience; Chapter - 12: Diversity, Equity and Inclusion Candidate Experience Considerations; Chapter - 13: Recruiting Technology Candidate Experience Considerations; Chapter - 14: Working with Recruiting Agencies and Improving Candidate Experience; Chapter - 15: The Future of Candidate Experience

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Book SynopsisAs the business context evolves more rapidly, driven by accelerating technological, political, and social change, an increasing strategic priority for business leaders is how to enact large-scale organizational change. Even companies that are current industry leaders are vulnerable to disruption. Company leaders need to watch over their shoulder for—and transform the company in anticipation of—the next disruption. Mastering the Science of Organizational Change summarizes the work of the BCG Henderson Institute and its fellows and ambassadors over several years to develop a more scientific approach to change. Hundreds of companies are analyzed in the book’s discussion on how to beat the odds in large-scale change management using an evidence-based approach—a large-scale analysis of what approaches actually work in which circumstances. Part 1 of the book reviews the imperatives for self-disruption. The second part elaborates on how to manage the process of change. Finally, Part 3 discusses how organizations can take change to the next level. Events around the book Link to a De Gruyter online event in which, Martin Reeves, Chairman of the BCG Henderson Institute, will share lessons on how to develop a more scientific approach to change including how to self disrupt, how to manage the process of change, and how organizations can take change to the next level:https://youtu.be/TfzFllmL4Cg

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Book SynopsisDietmar Grichnik is Full Professor of Entrepreneurship and Director of the Institute of Technology Management at the University of St. Gallen, Switzerland. Manuel Hess is Associate Professor at the Grenoble Ecole de Management, France. Jana Reuther is an entrepreneur, coach and former Research Associate at the Chair for Entrepreneurship at the University of St. Gallen, Switzerland. Alexander Stoeckel is former Director of Venture Capital at Philip Morris International and former Partner & Board Member at b2venture AG. Michael Hilb is an entrepreneur, and member of multiple boards and a Titular Professor at the University of Fribourg, Switzerland.Trade Review"The Corporate Venturing Handbook masterfully presents a holistic perspective on the professional management of corporate venturing activities in established companies. Instead of simply using corporate venturing as a buzzword, readers learn how it can be successfully implemented in everyday business. " * Dr. Andreas Nemeth, CEO, UNIQA Ventures *"The Corporate Venturing Handbook is a comprehensive and invaluable resource for anyone looking to navigate the complex world of corporate venturing. Its evidence-based framework, real-world insights, and practical tools provide a clear roadmap for success. It's a must-read for any CVC investor seeking to unlock strategic growth and innovation." * Stefan Gabriel, MD and CEO, Hitachi Ventures *"Driving innovation in a company is both very rewarding and challenging. The Corporate Venturing Handbook shows both experiences at their best." * Annalisa Gigante, Head of Innovation, International Airlines Group (IAG) *"When corporates meet ventures, two worlds collide. The Corporate Venturing Handbook provides a very helpful and handy guide on how to overcome these challenges" * Young Sohn, Founding Managing Partner, Walden Catalyst Ventures and former Corporate President and Chief Strategy Officer, Samsung Electronics *Table of Contents Chapter - Introduction: Getting Started; Section - ONE: Profiling; Chapter - 01: Your Corporate Venturing Profile; Chapter - 02: Financial vs. Strategic Returns; Chapter - 03: Strategic Renewal; Chapter - 04: Innovation; Chapter - 05: Culture; Chapter - 06: Promoters – Who is Involved and Who is Your Main Promotor?; Chapter - 07: Funding – What Financial Commitment is Required?; Chapter - 08: What is Your Main CV Investment Focus?; Chapter - 09: CV Cockpit I; Chapter - 10: Summary – CV Mandate; Section - TWO: Designing; Chapter - 11: Structure & Governance; Chapter - 12: Your Team; Chapter - 13: Communications; Chapter - 14: Portfolio Strategy; Chapter - 15: CV Cockpit II; Chapter - 16: Summary – CV Program; Section - THREE: Investing; Chapter - 17: Sourcing; Chapter - 18: Screening for the Right Startup; Chapter - 19: Due Diligence; Chapter - 20: Business Valuation; Chapter - 21: Negotiation of Deal Terms: The Term Sheet; Chapter - 22: CV Cockpit III; Chapter - 23: Summary: Investment Decision; Section - FOUR: Harvesting; Chapter - 24: Choosing the Right Harvesting Path; Chapter - 25: Portfolio Optimization; Chapter - 26: Integration; Chapter - 27: Exits; Chapter - 28: Rejuvenation & Incubation; Chapter - 29: CV Cockpit IV; Chapter - 30: Summary: Corporate Venturing Performance; Chapter - 31: Your CV Navigator Toolbox

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