Business strategy Books

Book SynopsisIn a world of rapid and unpredictable change, the problem with strategic planning is that if you follow your plan through to the end, you will get exactly what you used to want. What you need is a framework for planning and implementing a strategy that is agile enough to adapt to a dynamic environment but focused enough to deliver. That framework is the Dynamic Balanced Scorecard. The original Balanced Scorecard system has proven the most popular, successful and enduring framework for strategy execution over the last 25 years. Comprising a Strategy Map and a scorecard of KPIs, targets and initiatives, the framework helped organizations distil a strategy into actionable components and measure progress towards a strategic vision, while also implementing and monitoring the actions that drove change. However, for all its success, the Balanced Scorecard system now needs to evolve for the digital age. Until now, building the system, rolling it out enterprise-wide and adapting it to external changes has been a lengthy process. While the fundamental principles of the system are still sound and relevant, it needs to become nimbler and more responsive. The book provides a step-by-step guide to agile strategy management: from formulation to implementation to learning and adapting. For each of the steps, the book explains how Dynamic Balanced Scorecards, fit for the digital age, are built and deployed.Table of Contents1 Digital Era Strategy Management: From planning to dynamic decision making 2 From Industrial to Digital-Era-based Strategies3 Agile Strategy Setting4 Strategy Mapping in Disruptive Times5 How to Build an Agile and Adaptive Balanced Scorecard6 Driving Rapid Enterprise Alignment7 Aligning the Financial and Operational Drivers of Strategic Success8 Developing Strategy-aligned Project Management Capabilities9 Unleashing the Power of Analytics for Strategic Learning and Adapting10 How to Ensure a Strategy-Aligned Leadership11 How to Ensure a Strategy-Aligned Culture12 Ensuring Employee Sense of Purpose in the Digital Era13 Further Developments, Driving Sustainable Value through Collaborative Strategy Maps and Scorecards14 Conclusion and 25 Key Strategic Questions

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Book SynopsisThis book, written by an interdisciplinary team of authors, explores the transformation of organizations in today’s volatile, uncertain, and ambiguous (VUCA) world. It demonstrates the need to manage organizations in a dynamic way, and to revisit and in some cases reinvent working and leadership styles that seemed appropriate during past decades and centuries. In turn, the book puts forward a model based on three distinct pillars of organization and leadership to suit disruptive times: the concepts of 'Sustainable Purpose', 'Travelling Organization', and 'Connecting Resources'. These pillars challenge many of our traditional organizational patterns and meet the need for effective transformative approaches.Table of ContentsAbout This Book.- Practice Cluster - Leadership & Systems.- Practice Cluster - Projects & Interventions.- Practice Cluster - Humans & Enterprises.- Practice Cluster - Talents & Capacibilites.- Conclusion.

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Book SynopsisThe business environment is changing more rapidly than ever before, and new business ideas are emerging. This book discusses applying insights from design thinking to craft novel strategies that satisfy customer needs, make use of the available capabilities, integrate requirements for financial success and provide competitive advantage.It guides readers through the jungle encountered when developing a strategy for sustained growth and profitability. It addresses strategy design in a holistic way by applying abductive reasoning, iteratively observing customers and focusing on empathy, as well as prototyping ideas and using customers to validate them. Uniquely applying insights from design thinking to strategy, this book is a must-read for graduates, MBAs and executives interested in innovation and strategy, as well as corporate strategists, innovation managers, business analysts and consultants.Table of ContentsPart I: The Concepts and Theories Behind Innovative Strategy Design.- Part II: A Structured Approach to Strategy Development.- Part III: Laying the Foundation for a Successful Strategy.- Part IV: Iteratively Developing the Business Model Underlying the Strategy.- Part V: Exposing the Designed Strategy to the Competitive Environment.

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Book SynopsisThis book develops a general theory of managerial decision making on the basis of a few elementary postulates. It employs logic as the method of reasoning, systems science in general and the systemic YoYo Model in particular, as the intuitive playground. By doing so, the authors take individually background-based guesswork out of processes of decision making. All established conclusions are expected to be generally employable in real-life applications. At the same time, the book is user friendly to a wide range of audience, coincides with people's intuition, and provides applicable results and insights for practical purposes.Table of ContentsChapter 1. Facing the Challenge Holistically.- Chapter 2. Basics of Systems Science.- Chapter 3. The Dynamics of Market Competition.- Chapter 4. Market Entry and Market Partition.- Chapter 5. What is Happening?- Chapter 6. Successfully Ride Waves of Transient Competitive Advantages.- Chapter 7. Effects of Strategies.- Chapter 8. Impacts of Culture, Structure and Leadership.- Chapter 9. The Procedure that is Supported by Solid Theories.- Chapter 10. International Trade and Firm performance.- Chapter 11 Trade Dumping and Anti-dumping.

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Book SynopsisIn today’s ever-changing global world, there is a permanent need for anticipating new and evolving customer needs, resource supply constraints, and dynamically changing employee expectations. Sustainable innovation applies to products, services, and technologies as well as new business and organization models. This book provides insights into sustainable innovation trends in various marketing- and management-related fields. Authors critically investigate, amongst others, the sustainability impact of disruptive product design and innovative collaboration solutions within buyer-supplier relationships, along with innovative organizational processes to promote sustainable well-being-productivity synergy in a VUCA world. This volume is a uniquely positioned contribution of interrelated research articles on the sustainability-driven innovation needed for organizational health and future viability.Table of ContentsTable of Contents 1. Quasi-Passive Lower and Upper Extremity Robotic Exoskeleton for Strengthening Human Locomotion Aryaman Arora and John R. McIntyre 2. Ideate-Generate: Design Thinking and User Experience (UX) for Sustainable Impact on Global Product Development of Wearable Technologies in the Healthcare Industry Alexandra Washington, Samira Soumahoro, and Anshu Arora 3. Seeing is Believing: The Disruptive Effect of Sustainable and Functional Product Design in Electric Bikes for Emerging Economies Delonte D. Bright, Edna Laetitia Aude Diouf Ogandaga, and Anshu Arora 4. Do Greener Products Earn More Green? Examining Biomimicry along with Incremental and Radical Sustainable Product Innovations for UX Designs Snehapriya Bharatha, Elizabeth Jensolowsky, Michael Teiman, Anshu Arora, and Jennifer Edmonds 5. The Evolution of Buyer-Supplier Relationships Loucace Ampe, Barabara Anne Payne, Robert Iyeli Spake, Shavon Sharpe, and Amit Arora 6. The Road to Sustainable Transportation in Supply Chains: A Stage-Level Approach Meena Hotak, Evelin Turcois, Divina Grace Dayrit, and Amit Arora 7. Coaching, Agility and Sustainable Leadership Christophe Bacouel 8. Innovation in Employee Selection: Tracing the Use of Hugo Münsterberg’s Test for Motormen Nicole Cannonier 9. Family Business Sustainability - The Intergenerational Transfer of Social Capital and Network Contacts Fabian Bernhard, Miriam Hiepler, François-Xavier Engel 10. Sustainable Well-Being at work: A French-Swedish comparison Anne-Sophie Bacouel and Thomas Vergnol

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Book SynopsisThis title provides managers, executives and other professionals with an innovative method for critical decision-making. The book explains the reasons for decision failures using the Law of Unintended Consequences. This account draws on the work of sociologist Robert K. Merton, psychologists Amos Tversky and Daniel Kahneman, and economist Herbert Simon to identify two primary causes⁠: cognitive biases and bounded rationality. It introduces an innovative method for “test driving” decisions that addresses both causes by combining scenario planning and “what-if” simulations. This method enables professionals to learn safely from virtual mistakes rather than real ones. It also provides four sample test drives of realistic critical decisions as well as two instructional videos to illustrate this new method. This book provides leaders and their support teams with important new tools for analyzing and refining complex decisions that are critical to organizational well-being and survival.Table of ContentsChapter 1. Critical decisions.- Chapter 2. The Law of Unintended Consequences (LUC).- Chapter 3. Psychology of Critical Decision-Making.- Chapter 4. Rational Decision-Making.- Chapter 5. Defending Your Critical Decisions…Against You.- Chapter 6. BI, Analytics, and Their Discontents.- Chapter 7. Tools of the Decision Support Trade.- Chapter 8. Test Drive Your Critical Decisions.- Chapter 9. Competitive Marketing Strategy.- Chapter 10. Disruptive Growth.- Chapter 11. Managing Enterprise Risk.- Chapter 12. Enabling Organizational Change.- Chapter 13. Pragmatics.- Chapter 14. Conclusions.

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Book SynopsisThis book brings together a wide range of topics in leadership ethics and business ethics. It approaches these topics from the perspective of the humanities as well as the social sciences. About half of the book is on leadership and the other half on topics in business ethics. Besides these general areas of research, the book explores how to teach and study ethics in both business ethics and leadership studies. Specifically, it examines issues ranging from the nature of ethical leadership, to studies of authenticity, virtue, and the public and private morality of leaders. In business ethics, the subjects covered span from moral imagination, to casuistry, meaningful work, and workplace ethics. The book includes a section on the importance of liberal arts for studying and teaching ethics in business and professional schools. It concludes with a reflection on the ethical challenges of leaders and followers in a world where some leaders have inverted moral values.Table of ContentsIntroduction.- About the author.- Acknowledgments.- Part I: The Ethical Challenges of Leadership.- 1 Ethics and Effectiveness: The Nature of Good Leadership.- 2 Habits and Virtues: Does it Matter if a Leader Kicks a Dog?.- 3 Did Nero Fiddle While Rome Burned? Why ‘Being There’ is Essential to Leadership.- 4 Searching for Mandela: The Saint as the Sinner Who Keeps on Trying.- 5 Conversations and Correspondence with James MacGregor Burns on the Ethics of Transforming Leadership.- 6 Dangerous Liaisons: Adultery and the Ethics of Presidential Leadership.- Part II: Business Ethics, and Work.- 7 Business Ethics as Moral Imagination.- 8 Moral Imagination and Truth.- 9 Casuistry and the Case for Business Ethics.- 10 The Importance of Leadership in Shaping Business Values.- 11 Is Business Ethics Getting Better? Business Ethics and Business History.- 12 Leadership and the Problem of Bogus Empowerment.- 13 The Moral Conditions of Work.- Part III: The Liberal Arts and the Humanities.- 14 Liberal Arts and Leadership: How to Design a School of Leadership Studies.- 15 The Two Cultures: The Place of the Humanities in Leadership Studies.- Part IV. Leaders and Followers Today.- 16 Leadership and the Power of Resentment.- 17 Afterword.

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Book SynopsisThis unique open access book features a selection of Living Cases on Corporate Governance, which were developed and compiled by chairpersons, members of the board of directors, and CEOs in various countries, working in close collaboration with prominent researchers. Each Living Case addresses a current issue that a given company or institution needs to resolve. For every Case, the goal is formulated by the researcher, in consultation with the client. The participants of internal or external board seminars, or university students, then work in teams to analyze the problem, develop an innovative and feasible solution, and summarize the most important lessons learned.Table of ContentsNew Corporate Governance in the Post-Crisis World.- The Board of Directors as a Change Agent: Family Company Governance Case.- University Governance Case.- Start-up Investor Governance Case.- NPO Governance Case.- The Board of Directors as a Direction Body: M&A Governance Case.- Family Company Direction Case.- University Direction Case.- Board of Directors as a Strategic Sparring Partner.- The Board of Directors as an HR Governance Body.- Reward Governance.- Succession Planning Governance Case.- Owner - CEO Colaboration Case.- Board Management Collaboration Case.- Governance of Gender Diversity Case.- Outplacement Governance Case.- The Board of Directors as a Controlling Body: Subsidiary Governance Case.- Financial Competence on the Board Case.- IPO Governance Case.- Fraud Governance Case.- Lessons Learned from the Living Cases and trom the Global Financial Crisis.

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Book SynopsisThis is a different kind of book on project management. Using a narrative tone, humor and personal anecdotes, the author highlights the significant gaps in current project management theory as well as disparities within project management practice. This book then provides managers with new models for project management and value creation using chaos and complexity theories, systems thinking and quantum mechanics to explore a more holistic view of project management. Drawing on these bodies of knowledge, the author proposes the existence of an ecosystem that surrounds projects, explains how the project and its ecosystem are distinct, but co-dependent entities, and shows why both need to be managed using very different competencies.Table of ContentsChapter 1: The Project Management Elephant.- Chapter 2: The Project Management Eco-system.- Chapter 3: The Project.- Chapter 4: The Experience.- Chapter 5: Closing Thoughts.

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Book SynopsisCompetition is present for almost every sector nowadays. Therefore, it is vital for companies to develop a set of strategies in order to survive in the competitive environment of a globalized world. This book discusses how and why not every strategy is appropriate for every sector. The volume offers a qualified and comprehensive analysis to determine effective competitive strategies taking into account the many different factors that affect company performance.Table of ContentsChapter 1. Developing Strategies for Hospitals from Patient and Personnel Perspective with DEMATEL.- Chapter 2. New Approach to A Disruptive Business Model with Dynamic Capability under the Blockchain Technology.- Chapter 3. Strategy Development to Improve the Business Performance of Nuclear Energy Companies.- Chapter 4. The Driving Force of Market Value and Financial Performance in Knowledge-based Business Environment: Intellectual Capital.- Chapter 5. Strategic Decisions and Agile Decision Sets in Energy Investments.- Chapter 6. Students' Satisfaction with Applications Implemented in Distance Education Process During the Pandemic Period.- Chapter 7. Analysis of Determinants of The High Technology Export in Turkey: Policy Recommendation for High-tech Companies.- Chapter 8. Technology Entrepreneurship and Access to Financial Resources in Turkey.- Chapter 9. The administration of foreign exchange risk for Sinaloa's micro industries.- Chapter 10. Interplay among Strategic Macroeconomic Variables in Selected Competitive Economies: Insights from dynamic panel studies.- Chapter 11. Defining Appropriate Government Strategies to Reduce Unemployment during COVID-19 Pandemics.- Chapter 12. Generating Innovative Financial Strategies for Turkish Deposit Banks.- Chapter 13. Strategic Social Media Marketing and Data Privacy.- Chapter 14. Digital Transformation and Changing Marketing Dynamics in the World.- Chapter 15. The Need and Importance of Financial Innovation in City Marketing.- Chapter 16. Robotic Process Automation (RPA) Applications in COVID-19.- Chapter 17. Strategy Recommendations for Finance of Space Based Solar Energy Investments.- Chapter 18. Leading Determiners of Institutionalization in Globalization Era and Strategic Change Management in Educational Organizations.- Chapter 19. Management of COVID-19 through Strategic Roles of Governments: A Study on Highly Affected Countries.- Chapter 20. Strategy Proposals for Onshore and Offshore Wind Energy Investments in Developing Countries.- Chapter 21. Organizational Communication as an Effective Communication Strategy in Organizations and the Role of the Leader.- Chapter 22. The Role of Health Policies for the Strategic Investment Decisions of the International Companies.- Chapter 23. A Rapid Implementation of Remote Work as a Strategy in Response to Covid-19: An Examination in Terms of Work-Life Balance.- Chapter 24. The Strategic Importance of Quality Training Given to Personnel: An Evaluation for Nuclear Energy Companies.- Chapter 25. The importance of foreign direct investments in Turkey's Export: A New Strategy for Low and Medium Tech Firms.- Chapter 26. A Research on Effect of Performance Evaluation and Efficiency on Work Life.- Chapter 27. Proactive Marketing Decision Making in Digitalization Age: How Can Data-Based Methodologies Help to Marketing Research?.

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Book SynopsisThis upper-level Open Access textbook aims to educate students and professionals on how to develop business models that have a positive impact on people, society, and the social and ecological environment. It explores a different view of how to organize value creation, from a focus on an almost exclusively monetary value creation to one that creates positive impact through multiple values. The book offers students and entrepreneurs a structured approach based through the Business Model Template (BMT). It consists of three stages and ten building blocks to facilitate the development of a business model. Users, be they students or practitioners, need to choose from one of the three offered business model archetypes, namely the platform, community, or circular business models. Each archetype offers a dedicated logic for vale creation. The book can be used to develop a business model from scratch (turning an idea into a working prototype) or to transform an existing business model into one of the three archetypes. Throughout the book extra sources, links to relevant online video clips, assignments and literature are offered to facilitate the development process. This book will be of interest to students studying the development of business models, sustainable management, innovation, and value creation. It will also be of interest executives, and professionals such as consultants or social entrepreneurs seeking further education.Table of Contents The ten chapters in which we discuss the building blocks of the BMT are all of a similar structure but may vary in size (for example Chapters 3–12). After a short introduction, we offer some (concise) theory followed by tools and techniques (invariably referred to as ‘instruments’), and then examples in the form of brief case study summaries. The case studies presented here predominantly come from cases done by students who have worked with the BMT, which have been edited to increase readability. Because we wished to keep the book as concise as possible, these cases do not always cover 100% of the ideas described in the chapter concerned. Each chapter is introduced with several quotes from companies, organisations and institutions to illustrate the chapter’s building block. The quotes come from public sources (the internet, LinkedIn, company websites, etc). Where possible, the source is given. We cannot guarantee the accuracy of the sources nor how up to date they are (see Disclaimer). Unfortunately, experience also shows that many digital sources cease to be operational after a relatively short time (‘broken link’). The other chapters – Chapters 1 and 2, and 13, 14, and 15 – have no fixed structure. That is because of the freer nature of those chapters. CHAPTER 1  SPEAKING OF TRANSITION KEYWORDS: transition, major challenges, changing value-creation, redefine the value proposition SYNOPSIS: The deliberate designing and organising of transactions and the value they create form the basis for the development of every business model. A central point of departure in this book is working on new forms of value creation. A business model shows how value creation is achieved and the resulting transactions. Transactions are those actions in which two or more parties make an exchange, which is experienced as the creation of value. The BMT distinguishes itself by providing a system to enable users to develop a sustainable business model based on multiple value creation. But ultimately what happens in the template is up to the users themselves. After all, a template by itself is an ‘empty’ thing. It prescribes the form, consisting of stages and building blocks. The user(s) themselves must develop the content in a clear, logical, and coherent fashion, and connect it to a value proposition accordingly. The challenge is to create an infrastructure that enables users to come up with a concept that organises multiple value creation in a step-by-step manner: this is the gap that the BMT seeks to address. 1.1 The triple transition – climate, energy, and circularity 1.2 A new model for organising multiple value creation 1.3 Measuring performance 1.4 The Business Model Template CHAPTER 2 BUSINESS MODELLING KEYWORDS: logic of value creation, the modelling process, sustainable business model archetypes SYNOPSIS: In essence, a business model is a description of how value creation between parties or partners – based on certain principles – is organised, at a particular moment, in a specific context, and given available resources. There are an unlimited number of combinations of factors that influence the design and function of a business model within a particular natural and institutional context, so it is inevitable that entrepreneurs and intrapreneurs make choices. Collectively, these choices reflect a certain logic. We move from organisation-centred to network-centred or loop-centred value creation, retention, and capture, which leads to a fundamental revision of the logic of value creation, and therefore the composition of business models. 2.1 A short history of business modelling 2.2 The modelling process 2.3 Key business model archetypes 2.4 Horizontal and vertical organisation 2.5 Summary: Engaging with the Business Model Template PART I: DEFINITION STAGE A business model does not usually come out of the blue, but originates from an inspiration, an irritation, a great concern, an urgent need or a passion. To direct these inspirations, irritations, concerns, and passions, in the Definition Stage of the BMT you will work out WHAT you are going to do. What keeps you awake at night? What contribution will your business model make to sustainable challenges now and in the future? What do you think the ‘gap in the market’ is, or, even better, ‘the gap in society’? The first three building blocks of the BMT help you to structure and focus this thought process. CHAPTER 3  MOTIVE AND CONTEXT KEYWORDS: personal and societal motives, defining (institutional, social, material etc) context SYNOPSIS: When you start working on a new business model, the main question that arises is why you are doing it. What problem, challenge, or opportunity have you identified within a specific (existing) context? You could think of the necessity of working in a CO2-neutral way, or the increasing demand for modular elements in construction or electronics in the context of the transition to the circular economy. Or your business model could focus on improving biodiversity, abolishing single-use plastics, or making bikes from recycled materials. If the immediate reason and motive driving you to develop your business model is not clear, then this needs to be the first thing to consider. Building Block #1 – Motive and Context deals with this aspect, and is about capturing the nature and context of the problem, the challenge, or the opportunity posed as clearly as possible. 3.1 Exploring the challenge and opportunity 3.2 Tools for visualising the motive and the context 3.3 Cases: Motive and Context 3.4 In conclusion CHAPTER 4 THE DREAM KEYWORDS: Big, Hairy, Audacious Goal (BHAG), wicked problems, impact SYNOPSIS: In addition to Motive and Context (Building Block #1), the ‘Dream’ (Building Block #2) provides a second tool in this stage to help you build your business model. The Dream can also be seen as a Big, Hairy, Audacious Goal (BHAG) on which you are going to work. In essence, it is simple. What is the goal of your Dream? How and why will your business model idea/value proposition really make a difference? The Dream building block demands thinking big. You have previously indicated which major social and/or ecological issues you want to solve. Now you will determine what the result of that solution could be: what the ideal final image would look like. What is the bright spot or opportunity you see on the horizon? In this process, it is vital to refrain from all kinds of ‘yes, buts’. Note and park all of the challenges you see and actively think outside your mental box. Beyond the problems, roadblocks, challenges, and opportunities you see, you are already dreaming about the future. The Dream can – and should – be broadly defined as and based on seeking to address so-called ‘wicked problems’. Your solution should seek to go beyond tackling just one issue: it is the very building block in the transition towards sustainable development in society. It offers a solution for either the climate challenge, the energy transition, or the realisation of a circular economy. Or perhaps it seeks to address this triple transition simultaneously. This is your Dream. 4.1 The bright spot on the horizon 4.2 Using framing to bring your dream to life 4.3 Cases: Dream 4.4 Curating dreams CHAPTER 5  THE PROPOSITION KEYWORDS: value proposition, values (that matter), impact SYNOPSIS: A business model is underpinned by a value or business proposition – Building Block #3. Such a proposition solves a problem, meets a current need, or appeals to new, often still undiscovered, needs. It consists of a smart and ‘immediately’ recognisable combination of products and/or services that implicitly and explicitly meets the requirements of a customer or user. It communicates what you are going to do to solve the problem, seize the opportunity, or take up the challenge, and for whom you are going to do it. The trick is to state in your proposition, as precisely as possible, which values will be created and who will benefit from them. This proposition may identify a potential target group or indicate who the customers or stakeholders could be. The more precisely you indicate the nature of that value, the better you will be able to design an appropriate (organisational) logic at a later stage. It is important to also take impact and value creation into account when developing your proposition, factoring in social, ecological, and economic values (the so-called ‘Triple Bottom Line’, or People, Planet, Profit (PPP) by John Elkington, 1997). 5.1 Developing the perfect proposal 5.2 Speaking of value creation 5.3 Value creation and change 5.4 Some reflections on the scope of value creation 5.5 Cases: Proposition 5.6 It’s not that simple PART II: DESIGN STAGE In the Definition Stage, you decide WHAT you are going to do. The next logical step is to decide HOW you are going to design the organisation of your business model. The five steps in the Design Stage help you to concretise the form and working method of your business model as much as possible. The first four steps are: choosing the business model archetype, understanding which parties are involved, the choice of strategy, and defining the core activities. We have opted for this order, but it does not have to be absolute. As indicated in Chapter 1, filling in the building blocks is an iterative process. When you have completed the first four steps in this stage in conjunction with each other, it is time for the external test (the fifth step) which relates to both the Design and the Definition Stages. CHAPTER 6  BUSINESS MODEL ARCHETYPES KEYWORDS: value creation, archetypes, platform business models, community-based (or collective) business models, circular business models SYNOPSIS: The BMT provides the building blocks for developing a novel logic for a business model. In such a model the nature of multiple value creation, the way it is organised, and how transactions take shape are operationalised in such a way that they meet the proposition. Practice shows that at present, business models aimed at capturing multiple value creation can be divided into three main categories: (1) platform business models, (2) community-based (or collective) business models and (3) circular business models. The three archetypes (or basic forms) of a business model differ mainly in the way in which they create value. The mechanism through which value creation takes place is also different, while each basic form has its specific objective. Finally, each business model type differs in its infrastructural and technological requirements. In this chapter, which covers Building Block #4 – Business Model Archetypes, each archetype is explored, further explaining the aforementioned factors. We also present practical examples of each of these archetypes. 6.1 The logic of value creation 6.2 Platform business models 6.3 Community or collective business models 6.4 Circular business models 6.5 Selecting a business model archetype 6.6 Cases: Business Model Archetypes 6.7 Laying a logical foundation CHAPTER 7  PARTIES INVOLVED KEYWORDS: parties involved, framing the social context, stakeholder and/or network analysis SYNOPSIS: In Building Block #5 – Parties, the central question is identifying what actors and stakeholders you want to engage with, work with, or create value for through your business model. As indicated in the previous chapter, identifying the parties that you work with is an essential step in setting up a circular, platform, or community-based business model. Working together on (multiple) value creation is always a collective task in which value chains and networks take a central position. The ‘Parties’ building block addresses the identification and selection of stakeholders that are relevant to the realisation and implementation of your business model. It is useful to make an overview of them when designing a business model. To begin with, it is about determining who they are and what interests they have or may have in relation to your business model, which in turn will help to determine what relationship these stakeholders have with your business model. Are they parties you have to deal with immediately as they are essential for your business model to work? Or are they more distant, but will ultimately influence the social acceptance of your idea? 7.1 Who is participating? 7.2 Identifying people 7.3 Case: Parties 7.4 The art of uniting parties CHAPTER 8  STRATEGY KEYWORDS: strategy (as a process or as a plan), typology, R-ladder SYNOPSIS: Strategy – Building Block #6 – is very briefly touched upon in earlier chapters. In Chapter 5, five traditional value creation strategies are explained (product leadership, organisational excellence, customer intimacy, experience, and community building) as well as five value creation positions over time (for example transformation, recycling, circularity, regenerating and restoring). These are both strategic considerations to reflect on the nature of value creation in a business model and on how to address them strategically. But there is more. Therefore, in this chapter, we will delve more specifically into the nature of strategy itself and present a typology of strategies. It comes in handy to remind ourselves of the three earlier-introduced business model archetypes (Chapter 6) since they create the basis for what we see throughout this book as sustainable business models. 8.1 Mapping out the route 8.2 Tools 8.3 Cases: Strategy 8.4 Everything is context CHAPTER 9  CORE ACTIVITIES KEYWORDS: core-activities, organising a value proposition SYNOPSIS: Now it is time to specify what you are going to do, with Building Block #7 – Core Activities. The idea of a core activity is that a particular part of the business activities can be seen as the speciality of the company: what it is really good at. Which core activities will you undertake alone or with others to achieve your goal through the chosen strategy or mix of strategies? These can be both technical and organisational activities. Given the wide variety of companies, business models, and the context in which they operate, it is impossible to present a comprehensive list of activities. However, bear in mind that the core activities should align with the chosen strategy (or strategies), enable the realisation of the overall goal, and ultimately be coherent within the proposition. The activities that are needed to initiate a change or to start a new business model (such as training people or purchasing resources) are referred to as the starting or initial activities. The activities that you undertake after the business model sets off are referred to as the operational core activities. These are always available and are a central part of the daily management of your business model. 9.1 The more specific the better 9.2 Core Activities framework 9.3 Cases: Core Activities 9.4 A running score CHAPTER 10 EXTERNAL TEST KEYWORDS: testing, confrontation, value proposition, business model ‘survival’ SYNOPSIS: Building Block #8 – External Test is the final building block of the BMT’s Design Stage. Here you will test the viability of the new company, business activity, or intervention. Some of you might find it useful to take the external test immediately after formulating your proposition given that the steps in this building block enable you to interrogate your business model further. For some entrepreneurs and intrapreneurs it can be extremely beneficial to ask others for feedback on their idea at the very start or even before the Design Stage. 10.1 Seek confrontation 10.2 Testing is applied research 10.3 Minimum of five checks in an external test 10.4 Cases: External Test 10.5 Has your business model survived the test? Part III: RESULT STAGE In the previous stages, you have thought about and worked on WHAT your business model entails (Definition Stage) and HOW you organise your business model in such a way that it creates value (Design Stage). You then tested your business model idea with third parties (external testing). The next step is to work out the impact of your business model and which values will be created as a result – this is the Result Stage. The central focus of the BMT’s last two building blocks is the question of how you can measure the results of your business model idea. The Result Stage helps you to expand upon two crucial parts of your business model: (1) the impact that the business model has on the (broader) social, ecological, economic, and material environment, and (2) the revenue model (or hybrid revenue model) in which it is made clear which values are created for whom – going beyond looking exclusively at financial returns. In our view, impact and multiple value creation go hand in hand: they are integrated, hence it is even possible to frame this as integral value creation. CHAPTER 11 IMPACT KEYWORDS: impact (negative and positive), indicators, link to value creation SYNOPSIS: This chapter unpacks Building Block #9 – Impact, which seeks to determine the impact that your business model idea will have on the broader social, ecological, economic and material environment. We have found, especially during the development and trialling of the BMT, that this building block is often challenging for BMT users. Nevertheless, this building block is crucial in a sustainable business model. After all, the Result Stage is about translating impact (Building Block #9) into value(s) creation (Building Block #10). And here we mean multiple value(s) creation rather than only financial value, which is the focus of most linear business models. Impact is about the short- and long-term effects of your sustainable business model. What are the positive and negative consequences of your business model, now and in the future? You can measure the effect of your business model in three successive stages: the concrete output of your production or services (the direct result), the outcome (medium-term environmental effects), and the impact (lasting long-term effects). 11.1 Speaking of Impact 11.2 Quantifying Impact 11.3 Cases: Impact 11.4 Assessment and impact reporting 11.5 Keep it simple CHAPTER 12 VALUE(S) CREATION KEYWORDS: value creation, typology of transactions, hybridity in transactional means SYNOPSIS: With this chapter, we have arrived at what we consider to be the most challenging building block of the BMT, Building Block #10 – Value Creation. We construct our existence with transactions. We do this constantly, consciously and unconsciously, sometimes with lots of meaning but at times inconspicuously, and also over varying time spans (long- and short-term). Transactions are translated into daily activities, such as buying a loaf of bread, paying for a haircut, a car, a house or the electricity and water you use at home. Those transaction processes continue throughout our day – often just between two parties, sometimes with multiple parties. All this leads to a dynamic mix of transactions between people (C2C), between people and governments (C2G and G2C), between people and companies (C2B and B2C), between companies themselves (B2B), between companies and governments (B2G and G2B), and between governments (G2G). We call this economy. So, there are transactions in all shapes and sizes, with large and small impacts. Because it is not always clear what the transactions are and how these can be used in the context of sustainable business models, it makes sense to rank them in order. Therefore, in this chapter we present a typology of transactions and related Product–Service System (PSS) strategies, which in turn we link to the concept of multiple (hybrid) values, for example sales, take-back, deposit, rent and use. What we want to explain as clearly and as unambiguously as possible is how multiple value(s) creation can be achieved within and through a broad variety of transactions. 12.1 Everything is a transaction and has value 12.2 Speaking of transactions 12.3 Typology of transactions and revenue models 12.4 Bartering, time banks, and hybrid transactions 12.5 What is the business case of your business model? 12.6 Cases: Value(s) Creation 12.7 Conclusion CHAPTER 13 ALTERNATIVE ROUTES KEYWORDS: different approaches to using the BMT SYNOPSIS: This book is designed to support you to work through the ten building blocks, which are grouped into the Definition, Design and Result Stages, from left to right and top to bottom. The underlying idea is to develop a business model from scratch by following each step in the BMT system. Crucial to the process is looking at your BMT from different angles, getting people to give you constructive feedback on your idea, and, last but not least, getting distance from it and coming back to it with fresh eyes. Taking your BMT through several iterations will help to improve your business model idea step by step. There are also many other possible ‘routes’ through the BMT, and we next outline five possible alternatives: (1) Idea-driven, (2) Proposition-driven, (3) Network-driven, (4) Impact-driven, and (5) Competence-driven. To provide you with some inspiration, we will briefly elaborate on each of these five routes with examples. 13.1 Alternative routes through the BMT 13.2 Idea-driven 13.3 Proposition-driven 13.4 Network-driven 13.5 Impact-driven 13.6 Competence-driven 13.7 What route do you take? CHAPTER 14 THE ART OF DOING KEYWORDS: cases SYNOPSIS: And there you are: in one hand, you have your well-developed brilliant idea for a new company, and in the other, this book. The purpose of the BMT is to help you turn your idea into a viable project or organisation – in whatever form. But where do you start? It doesn't really matter where you start, as long as you start somewhere. To illustrate this, we will look at two cases of an active/real project’s business model using the BMT. Firstly, the KipCaravan project (which is a mobile home – a caravan – for chickens) in the Brainport Eindhoven Metropolitan Area of the Netherlands. Secondly, the Sun at School NSV2 project in the city of Nijmegen, also in the Netherlands. These examples are, of course, shown in simplified versions. In reality, the steps for the development of, for example, KipCaravan were not completed one by one in a logical and predetermined order. In this respect, a BMT is like a waterbed: pushing on one side will cause something to happen on the other. The trick is to design all the building blocks in such a way that they come together as a logical puzzle. 14.1 From the BMT to a Working Business Model 14.2 KipCaravan Project 14.3 Sun at School NSV2 (Zon op School NSV2) Project 14.4 The secret to success CHAPTER 15 EPILOGUE KEYWORDS: transition, creating change through business models SYNOPSIS: We live in a time of social transition. Institutional arrangements that have been carefully built up in recent decades are under heavy pressure. People no longer colour within the lines. Students take to the streets in protest. Common answers and arrangements are no longer sufficient. Everywhere in society, cracks are appearing. Elected representatives of the people both devise and advocate a reality armed with polarising facts. The COVID-19 pandemic has highlighted how our ‘normal’ ways of doing things can be upended in a matter of weeks or months. The only answer to these developments is to organise differently – on our own and with others. That means saying goodbye to linear economies – which are a safe and familiar way of working that we know and have mastered, but which have dark sides we can no longer ignore. Because continuing to abuse the earth, combined with a rising population, will ultimately lead to confrontations: about climate refugees, exhaustion, pollution, weather changes, declining biodiversity, floods, droughts, severe forest fires and so on. Almost every day we see the effects of this in the news: we can read the background in newspapers and learn more from an ongoing stream of scientific reports, policy briefs and memoranda … the stream of information is endless and is growing exponentially. Observing this development from a distance, it appears that something much more fundamental is at stake. We organise collectively and collaboratively to achieve a broad range of created values which we could not realise individually. This is a timeless argument because all through the history of mankind we have shown that together, we can achieve more. But what is of value changes over time. So now, once again, we are consciously and unconsciously trying to discover what these new forms of value creation could look like. This is what transition is all about. We use this word because it fundamentally questions the way we organise ourselves in today’s world. There is no manual or standard way forward for this process of (re)discovery – only trial and error. Neither a national government nor ‘Brussels’ have ready-made answers. We have argued in this book that the search for new forms of value creation and the ‘triple transition’ necessitate different business models: new business models that create multiple forms of value. This has been described using principles that draw attention to both the social and the ecological side of value creation in business models. As long as the nature of transitions and transactions is not revised, we will remain trapped in existing routines and behaviour without being aware of them. APPENDIX I: QUICK SCAN APPENDIX II: GLOSSARY APPENDIX III: EDUCATIONAL ASSIGNMENTS APPENDIX IV: SUSTAINABLE DEVELOPMENT GOALS APPENDIX V: TOOLS TO ORGANISE WORKING IN GROUPS APPENDIX VI: SUSTAINABILITY TOOLS APPENDIX VII: LIST OF FIGURES AND TABLES APPENDIX VIII: ACRONYMS AND INITIALISMS APPENDIX IX: LIST OF WORKS CONSULTED APPENDIX X: ABOUT THE AUTHORS APPENDIX XI: TEMPLATES

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Book SynopsisThis pioneering new book sets out to categorize context, process, and outcomes of post-heroic leadership. Complexities of modern business environment along with fundamental functioning of human psychology require us to make a paradigm shift in the way we perceive and practice effective leadership. The author argues that in order for businesses to succeed in the times to come, leaders need to move away from ego-centered leadership toward post-heroic leadership – a leadership that emphasizes servant and shared practices, puts task and collective front and center and leaders’ ego in the background. Providing a deeper understanding of the post-heroic leadership across industries and disciplines, the book starts by elaborating on the zeitgeist and need for a new type of leadership. It highlights the process and elements of post-heroic leadership in action, such as post-heroically leading change, developing culture of trust with feedback, and sustainable and responsible post-heroic leadership. Finally, the book focuses on the outcomes of post-heroic leadership, including resilience and innovation. Featuring mini-case studies from leaders in healthcare, family entertainment, ICT, haute cuisine, and manufacturing to name a few, this book provides a thorough understanding of this new wave of leadership and a platform for further research.Table of Contents Chapter topic Leadership conversations (or mini-cases) Part I Context of post-heroic leadership 1.1. Time of paradoxes and uncertainty 1.2. What is post-heroic leadership and why do we need it? 1.3. Becoming a post-heroic leader: From expert to leader Damjan Osredkar, University Clinical Center Ljubljana Grega Milčinski, Sinergise 1.4. Future of work accelerated: hybrid work and business as community/ecosystem Andraž Logar, 3fs Part II Manifestations and process of post-heroic leadership 2.1. It is not about the leader: Healthy/sustainable leadership Aleksandra Peharda, Micro+polo 2.2. The grit: Leading change by engaging and involving Lucija Sajovic, AMZS 2.3. Teasing with love: Building culture of trust with feedback Domen Rozman, Dunkin Devils 2.4. It takes a village: creating a community Andraž Logar, 3fs Part III Post-heroic leadership outcomes 3.1. Leading innovation: From idea to excel Mic Melanšek, Hooray Studios 3.2. Taking care of others: Resilient people create resilient organizations Ana Roš, Hiša Franko 3.3. Taking care of one-self: Resilient leaders shape resilient followers Tomaž Lanišek, ex Goodyear, ex Knauf Insulation, vice president of Management Association of Slovenia 3.4. Post-heroic leadership: Agenda for future action and research

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Book SynopsisDuring a period of enforced solitude during the Covid-19 pandemic, Manfred Kets de Vries became introspective, reflective, and considered how executives could emerge from unprecedented global events. The result is a collection of 23 thought-provoking and focused chapters to help executives take stock and re-evaluate their path during a time of uncertainty. Beginning with essays on ‘Managing Self,’ Kets de Vries starts with people’s search for meaning and how we can deal with this important question. Given our need for meaning, the question of human energy is discussed. What gives executives energy? What makes them feel alive? How best to use this energy? Several essays in this section deal with the effects of the pandemic on people’s perception and management of time. The second section focuses on leadership and highlights several executive types you’ve probably encountered at work and struggle to deal with; complainers, belligerent people, and borderlines, will be part of this parade. Also touching upon mental health issues and how organizations should deal with this, this section gives a deep insight into the leadership issues that we now face in what might be termed ‘the new normal.’ Finally, Kets de Vries places societal issues under the microscope. Tackling a multitude of interrelated topics, he explores the challenges of bringing in democratic processes into organizational settings, as well as the perils of loneliness and the issues faced by women in organization – and how society can better deal with it. Littered with Manfred Kets de Vries’ trademark wit and psychological insight into the pressing issues of today, these essays can be read independently or as part of a guided tour around the daily perils of executive life.Table of ContentsAbout the authorPreface PART 1: MANAGING SELF Chapter 1: What do the five pillars of meaning mean to you? Chapter 2: How do you rate on your “energy barometer”? Chapter 3: Are you creating “eureka moments”? Chapter 4: Is revenge a dish best served not at all? Chapter 5: How to cultivate patience in an impatient world Chapter 6: Making Groundhog Day a learning experience Chapter 7: The labyrinth of forgetfulness Chapter 8: The triumph of hope over experience PART 2: LEADERSHIP Chapter 9: How is your shadow side treating you? Chapter 10: Everything is bad: Complaining as a way of life Chapter 11: The belligerent (“B”) personality Chapter 12: Managing “on the borderline” Chapter 13: How do you deal with people with mental problems? Chapter 14: What is the person really telling me? Chapter 15: Are you working in a trust-based organization? Chapter 16: Co-leadership: A curse or a blessing? Chapter 17: Onboarding or unboarding? PART 3: SOCIETY Chapter 18: Is democracy in the workplace a mirage? Chapter 19: The societal costs of loneliness Chapter 20: Bluebeard revisited Chapter 21: Do we get the leaders we deserve? Chapter 22: Why do societies regress? Chapter 23: Drinking the Kool-Aid Epilogue

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Book SynopsisStrategic planning is an essential task that helps companies adapt to changes in the environment and to develop proactively. Accordingly, the goal of strategic planning is to ensure companies’ survival and long-term success. The strategy-planning process proposed in this book is based on the authors’ many years of experience as consultants and board members. The book shows how to carry out sound analyses, how to define concrete strategic objectives, how to develop and assess strategic options and how to determine which implementation projects are necessary. Numerous practical examples serve to illustrate the proposed approach. For the third edition, the sections on corporate strategy and business strategy development have been redesigned and expanded. Throughout the book, many aspects have been clarified and simplified. The book provides practitioners the knowledge they need to develop their own strategies. In addition, it offers a valuable textbook on the complex task of strategic planning.Table of ContentsIntroduction.- ​Idea and Process of Strategic Planning: Strategies, Strategic Planning and Success Potentials.- Development of Strategic Planning and Its Integration into Strategic Management.- Strategic Documents.- Strategy Planning Process.- Initializing Strategic Planning: Developing or Revising the Mission Statement.- Defining the Current Strategic Businesses.- Preparing the Strategy Planning Project.- Strategic Analysis at the Corporate Level: Global Environment Analysis.- Portfolio Analysis.- Diagnosing the Strategic Challenges at the Corporate Level.- Developing the Corporate Strategy: Developing and Assessing Strategic Options for the Company.- Defining the Strategic Objectives for the Company.- Formulating the Corporate Strategy.- Developing Project Plans for the Implementation of the Corporate Strategy.- Strategic Analysis of a Business: Identifying the Industry-Specific Success Factors.- Industry Environment Analysis.- Industry Analysis.- Market Analysis.- Analyzing the Competitive Position and the Business Model.- Diagnosing the Strategic Challenges of the Business.- Developing a Business Strategy: Developing and Assessing Strategic Options for the Business.- Defining the Strategic Objectives for the Business.- Formulating the Business Strategy.- Developing Project Plans for the Implementation of the Business Strategy.- Finalizing Strategic Planning: Developing the Functional Strategies.- Final Assessment of All Strategic Guidelines.- Preparing the Strategic Implementation.- Final Remarks.

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Book SynopsisA new wave of digital technologies has impacted the business world like a tsunami. But after a first phase characterized by hype and unrealistic expectations, there is now a shared need for a better understanding of how to create real and sustainable value by adopting these technologies. This book suggests a pragmatic approach to value creation by embracing the post-digital mindset: a more mature attitude toward digital innovation focused on putting these technologies at work rather than marveling at them. After the illustration of a post-digital manifesto, the book explores all the key topics and tools that are relevant for the decision makers in this context. Table of Contents1. Companies and Digital Transformations.- 2. Disruptive as Usual: A Manifesto for the Digital Age.- 3. Redescovering the Fundamentals of Value Creation.- 4. Competences and Capabilities for Digital Value Creation.- 5. Enterprise Renewal and Change Management.- 6. A Tool for the Boardroom: The Devo Lab Hit Radar.- The Hit Radar in Action.- 8. The Legal Side of Digital Technologies: Challenges and New Paradigms.- 9. Enabling the Post-Digital Enterprise.

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Book SynopsisThis book guides managers and leaders toward greater insight and more deliberate practices in regards to diversity, equity, and inclusion addressing leadership, operations, and the educational environments. The authors consider the qualities of awakened leadership as critical components for establishing and nurturing a diverse, equitable and inclusive work environment. The book argues that the only way destructive conflicts can be resolved on a lasting basis is through profound collaboration, which can be embedded in performance structures by questioning biases, and becoming aware of limiting mindsets and traditions, that keep parts of society subjugated. It offers a wide range of constructive approaches that lead to higher awareness, thus, better understanding and focus on stakeholders. Finally, it presents examples of diversity-engendered issues and their resolutions from around the globe. Table of ContentsChapter 1. Awakened Leadership as a Pillar for Diversity, Equity, and Inclusion.- Chapter 2. Diversity Approaches in Organizations: A Leadership Perspective.- Chapter 3. Compassion and Diversity: A Conceptual Analysis on the Role of Compassionate Leaders in Fostering Inclusion.- Chapter 4. Transformational Leadership and Change Management in Dynamic Contexts.- Chapter 5. Shifting Leadership in Black Communities: A Needed Change.- chapter 6. Responsible Leadership in a Post-Pandemic World.- Chapter 7. Development of an Inclusive Leadership Theory Rooted in Respect for Human Dignity.- Chapter 8. Brave Dialogues: An Essential Leadership Practice to Foster Diversity, Equity, and Inclusion in Organizations.- Chapter 9. Top-Down Workplace Diversity and Inclusion.- Chapter 10. The Ethics of Employee Diversity in Different Kinds of Businesses.- Chapter 11. Understanding Gender and Organizations: A Literature Review.- Chapter 12. Inclusive Leadership in Health Care Organizations: Promises and Prospects.- Chapter 13. To Guide and Support. Inclusive Leadership in Helping Professions based on Occupational Therapy.- Chapter 14. What makes Diversity, Equity, and Inclusion Possible?.- Chapter 15. Leading Strategic Change in Organizations Today.- Chapter 16. Diversity, Equity and Inclusion as Fertile Foundation for Workplace Well-Being, Optimal Performance, and Planetary Health.- Chapter 17. Inclusive Leadership in Higher Education: An Approach to Encourage Management Innovation and a Climate for Creativity.- Chapter 18. Decentering Whiteness: A Leadership Strategy for Diversity, Equity, and Inclusion in Higher Education.- Chapter 19. Co-Conspirators: The Journey of Two Educators to Engage JEDI Within Critical Leadership Education.- Chapter 20. Community Cultural Wealth: A Reflective Analysis.- Chapter. 21. The Changing Diversity and Inclusion Landscape of Canadian Universities: The Université de Montréal Case.- Chapter 22. Ethos of Diversity, Equity and Inclusion in Leadership Strategy for Sustainable Quality and Standard Education in Higher Ed Institutions in Kenya.- Chapter 23. The Intersectionality Frame: #SayHerName and Exposing the Overlapping Double Discrimination of Racism and Sexism.- Chapter 24. Freedom and Accountability: Leaders’ Lived Experience of the Challenges Connected to Covid-19.- Chapter 25. Leading the UAE with intercultural competence for transformation, diversity and tolerance: Sheikh Zayed bin Sultan Al Nahan in psychobiographical perspective.- Chapter 26. The board needs more courage to make the decision to hire a woman CEO: Women directors call for more inclusive hiring procedures.- Chapter 27. Establishing a Solid Foundation for Understanding Diversity, Equity, and Inclusion: Pivoting from Confrontation to Discovery to Action.- Chapter 28. Taking Meaningful Action Against Racism in the Time of Climate Change.

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Book SynopsisPart One - Business Landscape: Introductory Economics.- Managerial Economics.- Part Two - Strategic Concepts: General ManagementCorporate Governance And Business Ethics.- Organizational Behavior.- Leadership & Managerial Skills.- Part Three - Strategic Choices: Decision And Risk Analysis.- Corporate & Business Strategic Planning.- Change & Project Management.- Talent Management.- Part Four - Management In Action: Operating Model & Organization Design.- Managerial Activities System.- Entrepreneurship And Innovation.

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Book SynopsisInteractionist practices as sources of tensions: a dynamic perspective.- Social Media Use and Organization Knowledge Sharing: Marketization of Innovation Ideas.- Leadership through the history of Entrepreneurship: creativity and evolution.- Redefining innovation for sustainable development: exploring the global impact of sustainable innovation- Creation of academic spinoffs: managerial practices, productivity, and innovation.- Employees' emotional connection to their organization. Is it an achievable challenge.- The costs of circular economy models in the food industry from Moldova.- Fostering Growth: Entrepreneurship in Lebanon's Ecosystem.- Main Practices in Determining Business Productivity in Hotel SMEs in Latin America.- Lebanon's Leadership Crossroads: Tradition and Modernity in Managerial Effectiveness.- Enhancing Marketing Knowledge Creation through Social Media Use in Developing Countries Organization: Experience from Tanzania.- Development of the Organizational Culture of the Hotels' Rooms Division due to the Implementation of the COVID-19 Prevention Health Protocols.- The impact of Trait Emotional Intelligence on Transformational Leadership: The case of Managers and Employees of Hotel Companies.- Assessing the factor structure of the Sense of Coherence-29 questionnaire (SOC-29) with the multifactor leadership questionnaire (MLQ) for its application in the South African banking industry.

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Book SynopsisCase for change.- Strategic Anchors for BI Strategy.- Tool kit for strategy aligned BI.- From Vision to BI Strategy.- Organizing BI Strategy.- Architecture foundation of BI Strategy.- Now take your next steps.

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Book SynopsisPart 1: Risk Management: Concepts, Processes, Tools, and Enterprise Risk Management.- 1. Risk Management: The Framework.- 2. Risk Management: ERM and Aspects of its Implementation.- 3. Risk Management: A Selected Toolbox.- 4. Quantifying, Aggregating, and Modelling Risks.- Part 2: Operational Risk Management: Applying Risk Management to the Operational Areas of the Organization.- 5. Management System Standards and Organizational Resilience.- 6. Business Continuity Management.- 7. Compliance, Anti-Bribery, and Corporate Social Responsibility.- 8. Occupational Health and Safety (OH&S).- 9. Quality Management and Product Safety.- 10. Managing the Impact of the Organization on the Environment.- 11. Cyber and Information Security Risks.- 12 Business Partner Relationship Management.- 13. Crisis Management.- Part 3: Modeling and Simulating Risks and Other Things.- 14. Statistical Inference: General Concepts, Parameter Estimation, Confidence Intervals, and Testing Of Hypotheses.- 15. Simulation: Principles, Practice, and Examples.- Part 4: The Mathematics of Risk Management: A Compact Introduction.- 16. Probability: From Sample Spaces to Conditioning.- 17. Probability: Auxiliary Concepts, Tools, and Results.- 18. Frequently Met Probability Models and Distribution Functions.- 19. Sums of Random Variables and Application to Risk Aggregation.- 20. Understanding and Modeling Dependent Risks.- 21. Time-Dependent Random Variables And QRM.

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Book SynopsisAnalyzing the Link between ESG Initiatives and Shareholder Value Creation through the Value Chain Lens: a Qualitative Approach.- Artificial Intelligence's (AI's) Responsible Use: How to Manage Digital Ethicswashing.- Barriers and Drivers for the Integration of ESG into Risk Management and Performance Measurement Systems: a Field Study in the Italian Context.- ESG and the Reformed Italian Constitution: toward a Constitutionally Oriented Reading of Corporate Sustainability.- Administrative Controls for Sustainability: a Case Study of an Italian Bank.- Integrating HRM and ESG Literature: from Triple to Quadruple Bottom Line.- Exploring the Tax avoidanceCSR Interplay: Insights from ESG Components.- Italian Benefit Company (Società Benefit') and Default Risk: an Empirical Analysis of the Italian Context.

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Book SynopsisChapter 1: Introducing the currency effect.- Chapter 2: Designing the best currency for your loyalty program.- Chapter 3: Designing an optimal currency redemption strategy for your loyalty program.- Chapter 4: Creating a marketplace for your loyalty program currency.- Chapter 5: Optimizing liability management for loyalty currencies.- Chapter 6: Corporate designs and capabilities for optimal loyalty program currencies.- Chapter 7: Measuring financial performance and accounting for loyalty program currencies.- Chapter 8: Loyalty program currency valuation, articulation, and monetization.- Chapter 9: Relevant future trends and developments.- Chapter 10: Conclusions.

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Book SynopsisMapping a Leadership Biography: Set-Up and Approach.- The Making of a Leader: Caesar's Early Life and Education.- Rising Above the Fray: From High Potential to Leader.- Proving His Mettle: The Conquest of Gaul.- No Turning Back: How Followers Can Push a Leader into Crossing the Rubicon.- Alone at the Top: Chairman and CEO.- Being a Leader: Caesar's Leadership Personality.

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Book SynopsisChapter 1: Rethinking Economics: Toward an Evolutionary Science.- Chapter 2: Evolutionary Theory as a Framework for Change.- Chapter 3: Aligning Evolutionary Principles with Market Dynamics.- Chapter 4: Economic Systems in Evolution Historical Transformations and Adaptive Patterns.- Chapter 5:Integrating Methodologies Tools for Studying Economic Evolution.- Chapter 6:Core Concepts and Mechanisms in Evolutionary Economics.- Chapter 7: Evolution in Practice Case Studies of Economic Adaptation.- Chapter 8: Critique and Renewal Evolutionary Economics in Dialogue with the Mainstream.- Chapter 9: Policy Evolution Adaptive Strategies for Economic Resilience.- Chapter 10: Evolutionary Economics as the Core of the Evolutionary Social Sciences.- Chapter 11:Mapping the Future of Evolutionary Economics.- Chapter 12:Reforming Economics Education Building for Relevance and Complexity.

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Book SynopsisTaking the business model as point of departure, this open access book explores how companies and organizations can contribute to a more sustainable future by designing innovative models that are both sustainable and profitable. Based upon years of research, it draws together theoretical foundations and existing literature on the topic of sustainable business alongside case studies and practical solutions. After examining the theoretical foundations of sustainable business model innovation, the authors present their own framework – RESTART. Consisting of seven factors, this framework can be the basis for restarting any business model. The final section outlines a research agenda for sustainable business informed by the perspectives and frameworks put forward in this book.Table of ContentsPART I: WHAT’S THE PROBLEM? Chapter 1: Why sustainable business model innovation? Chapter 2: The seven steps of the RESTART framework Chapter 3: RESTART: what, why, how and so what? 3.1 Responsibility and opportunity 3.2 Sustainable and profitable 3.3 The next step: aligning financial, social and environmental bottom-lines PART II: THE RESTART FRAMEWORK Chapter 4: Roadmap to a RESTART Chapter 5: Redesign rather than standstill 5.1 The business model as the story of how the company works 5.2 Redesigning business models Chapter 6: Experimentation rather than turnaround 6.1 The science of profitability 6.2 Asking the right questions Chapter 7: Service-logic rather than product-logic 7.1 At your service 7.2 Access to everything Chapter 8: The circular rather than the linear economy 8.1 The future goes in circles 8.2 Resources astray Chapter 9: Alliances rather than solo-runs 9.1 Unite and collaborate! 9.2 Creating and sharing value Chapter 10: Results rather than indulgences 10.1 With an eye on the ball 10.2 Prioritize what matters Chapter 11: Three-dimensionality rather than one-dimensionality 11.1 Take the lead 11.2. Building a better world Chapter 12: RESTART before it is too late PART III: IMPLICATIONS AND FUTURE RESEARCH Chapter 13: A recap of the RESTART framework Chapter 14: A process model for sustainable business model innovation Chapter 15: Avenues for future research Chapter 16: Case study: A RESTART for Scanship Chapter 17: Case study: A circular business model for Orkla and BIR?

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Book SynopsisFührende Persönlichkeiten aus Politik, Journalistik, Wirtschaft und Wissenschaft sowie Professoren und Studenten der TU Dresden setzen sich in Vorträgen, Diskussionen und auf "Heißen Stühlen" mit dem Thema "Krisenkommunikation" auseinander.Table of ContentsMit Beiträgen von: Udo Ulfkotte, Klaus Wirtgen, Jörg Schmitt, Mathias Kepplinger, Wolfgnag Donsbach, Michael Schefczyk, Hermann Locarek-Junge, Armin Töpfer, Mario Straßberger, Nicolas Wagner, Magdalena Mißler-Behr, Rneé Pankoke, Anja Leuteritz, Susanne Böhm, Stefan Wünschmann

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Book SynopsisThe world of logistics has considerably changed due to globalization, modern information technology, and especially increasing ecological awareness. Large Supply Chain Management (SCM) systems are developing to global logistic networks. This book reflects major trends of the recent decade in SCM and, additionally, presents ideas and visions for logistic networks of the 21st century. Among the various aspects of SCM, emphasis is placed on reverse logistics: closing the loop of a supply chain by integrating waste materials into logistic management decisions. Table of ContentsThe Expansion of Supply Chains to Closed Loop Systems: A Conceptual Framework and the Automotive Industry’s Point of View.- Integrating Spent Products’ Material into Supply Chains: The Recycling of End-Of-Life Vehicles as an Example.- Recovery Planning in Closed Loop Supply Chains: An Activity Analysis Based Approach.- Product Recovery Behaviour in a Closed Loop Supply Chain.- Inventory Management in Closed Loop Supply Chains.- Production-Inventory Control in an EOQ-Type Reverse Logistics System.- Networks in Reverse Logistics.- Environmental-Oriented Coordination of Supply Networks.- Architectures of Transportation Networks and their Effects on Economic Efficiency.- Cash Flow- and Inventory-Oriented Coordination of the Supply Chain.- The Bullwhip Effect and its Suppression in Supply Chain Management.- Aggregation of Mixed Integer Production Models by Shadow Prices in Supply Chain Management.- Customer Orientation in Advanced Planning Systems.- Order Picking: A Survey of Planning Problems and Methods.- Advanced Purchasing and Order Optimization.- Optimal Maintenance in the Supply Chain.- Hybrid Flow Shop Scheduling with Batching Requirements.- Information System for Supporting Supply Chain Management.

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Book SynopsisRealitätsnah werden die Techniken aus Band 1 umgesetzt. Das ausführliche Fallbeispiel enthält Auszüge aus der Strategie eines Unternehmens, aus dem Prozeß Verkauf und aus dem Verkaufs-Informationssystem. Das Buch ist damit für jeden Projektleiter und -mitarbeiter ein wertvolles Hilfsmittel. Über Internet gibt es die Möglichkeit an der Diskussion des Fallbeispiels mitzuwirken.Table of Contents1. Grundlagen einer Methode des Business Engineerings.- 1.1. Ebenen des Business Engineerings.- 1.1.1. Strategie.- 1.1.2. Prozeß.- 1.1.3. Informationssystem.- 1.1.4. Verbindung der Ebenen des Business Engineerings.- 1.2. Metamodell des Business Engineerings.- 1.3. Methode des Business Engineerings.- 2. Geschäftsstrategie.- 2.1. Leitbild.- 2.2. Strategische Stoßrichtung.- 2.3. Markt.- 2.3.1. Chancen und Gefahren.- 2.3.2. Wettbewerb.- 2.3.3. Stärken und Schwächen.- 2.4.Geschäftspartner (Soll).- 2.4.1. Lieferanten.- 2.4.2. Kunden.- 2.4.3. Strategische Allianzen.- 2.5. Marktleistungen (Soll).- 2.5.1. Produkte.- 2.5.2. Dienstleistungen.- 2.5.3. Produktportfolio nach Marktwachstum und Marktanteil.- 2.5.4. Preispolitik.- 2.5.5. Logistikklassen.- 2.6. Organisation.- 2.6.1. Charakteristik der Organisation (Ist).- 2.6.2. Organisationsstruktur (Ist).- 2.6.2.1. Konzernstruktur.- 2.6.2.2. UNTEL Schweiz AG (Ist).- 2.6.3. Organisationsstruktur (Soll).- 2.6.3.1. Primäre Organisationsstruktur.- 2.6.3.2. Geschäftsfeldorganisation.- 2.6.3.3. Prozeßorganisation.- 2.6.3.4. Standorte.- 2.6.4. IS- und IT-Architektur.- 2.7. Führungssystem (Soll).- 2.7.1. Erfolgsfaktoren.- 2.7.2. Führungsgrößen.- 2.7.3. Geschäftsziele.- 2.7.4. Planungs- und Kontrollsystem.- 2.8. Personal (Soll).- 2.9. Migrationsplan.- 2.10. Weiterführende Literatur.- 3. Prozeß.- 3.1. Prozeßvision.- 3.2. Leistungen.- 3.3. Aufgabenketten.- 3.4. Verkaufs-IS.- 3.4.1. ER-Diagramm.- 3.4.2. Beschreibung Entitätstypen.- 3.4.3. Effektmodelle und Applikations- und Datenbankbildung.- 3.5. Prozeßführung.- 4. Informationssystem.- 4.1. Beschreibung von Entitätstypen und Transaktionen.- 4.1.1. Formular zur Beschreibung von Entitätstypen.- 4.1.2.Formular zur Beschreibung von Transaktionen.- 4.2. ER-Diagramm.- 4.3. Beschreibung von Entitätstypen pro Datenbank.- 4.4. Codetabellen.- 4.5. Schnittstellenbeschreibung.- 4.6. Transaktionsbeschreibungen pro Applikation.- 4.7. Effektmodell pro Applikation.- 4.8. Entity-Life-Histories.- 4.9. Online-Transaktionsnetzwerk pro Applikation.- 4.10. Batch-Transaktionsnetzwerk pro Applikation.- 4.11. Beschreibung der Listen und Messages (Ausschnitt).- 4.12. Beschreibung der Bildschirmmasken (Ausschnitt).- 4.13. Beschreibung der Menüstrukturen (Ausschnitt).- 4.14. Beschreibung der Dialogflüsse (Ausschnitt).- 4.15. Autorisierung.

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Book SynopsisJapanese firms are in the midst of the most protracted economic crisis in their post-war history. The end of the "bubble economy" has led to a long era of low growth. This change in the general business environment has profound consequences for the management and the organization of corporate Japan, as well as for the theory of the Japanese firm. The contributions to this book cover a broad range of subjects, from the strategies and organizational structures to the management of human resources and innovation processes in the 1990s. These changes are systematically commented on by field specialists from abroad, especially Europe, relating the situation in Japan to comparable developments in other countries.Table of ContentsJ.-F. Huchet, D. Dirks, T. Ribault: Managing in a Low Growth Era - The End of Managerial Idiosyncrasies?.- T. Yui: Japanese Management Practices in Historical Perspective.- Structure, Strategy and Internationalization: N. Yoshimura, Y. Ueno, T. Kagono: Externalization of Organizations and the Dual Governance Structure.- Y. Teramoto, N. Iwasaki, T. Takai: Role of Inter-organizational Networks: The Case of Japanese Corporate Groups.- D. Ernst: Commentary: Externalization and Inter-organizational Networks. How Globalization Transforms of Japanese Model.- D. S. Tachiki: Modes of Corporate Internationalization: Japanese FDI Strategies in Asia-Pacific.- C. Molteni: Japanese Companies in Europe: Their Strategies and Management Practices.- K. Grefermann: Commentary.- Corporate Governance and Control: H. Miyajima: Presidential Turnover and Performance in the Japanese Firm: The Evolution and Change of the Contingent Governance Structure under the Main Bank Systems.- J.-F. Estienne: Corporate Pension Schemes, Corporate Pension Governance, and State (De-)Regulation in Japan.- S. Watanabe: After Quasi-LBO Discipline: A Historical Reflection on Japanese Corporate Governance.- X. Richet: Commentary: From Voice to Exit? Corporate Finance Management and Corporate Governance.- Industrial Organization: Y. Lecler: Recession and Globalization: What Future for Japanese Industrial Keiretsu?.- S. Watanabe: A Changing Image of Japanese Small Entrepreneurs.- Y. Lung: Commentary: A New Step in the Evolution of Japanese Industrial Networks?.- Human Resource Management: H. Nohara: Human Resource Management in Japanese Firms. Undergoing Transition: A Hierarchical Approach.- J. Jaussaud: Commentary.- D. Dirks: Limits and Latitude of Labour Adjustment Strategies in Japanese Companies.- J. Jaussaud: Commentary.- T. Ribault: Flexible Employment in Japanese Retailing: Toward a Just-in-time Employment Management.- D.-G. Tremblay: Commentary: Flexible Employment in Japanese Retailing: Comparisons with Canada and Questions Concerning the Segmentation Theory.- Innovation and Technology Management: M. Hemmert: Japanese Corporate R&D in the 1990s: Change and Continuity.- M. Humbert: Commentary: Japanese R&D Management Practices: The Globalization Challenge.- K. Kusunoki: The Phase Variety of Product Systems and System-Based Differentiation: An Alternative View on Organizational Capabilities of the Japanese Firm for Product Innovation.- A.v. Werder: Commentary: System-Based Differentiation in Japanese Firms. Comments from a German Perspective.- Change and Continuity: On the Transformation of the Japanese Management System: T. Fujimoto: Transformation of the Japanese Management System.- R. Boyer: Will Japanese and French 'Exceptionalisms' Vanish? The Convergence Hypothesis Reconsidered.

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Book SynopsisThe current, second edition of this book reflects the 15 years of practical experience with the Six Sigma+Lean toolbox. It is a comprehensive collection of all the tools necessary for project work and running workshops when improving processes. All tools have been illustrated in a clear and comprehensible structure with examples and tips for applying the tools included. The chronology corresponds to the procedure of an improvement project comprising the steps D(efine), M(easure), A(nalyze), I(mprove) and C(ontrol).The most important innovation of this edition is the fact that it guides the user to select the appropriate tool using questions. The paradigm change from a Toolset to a Mindset has proven worthwhile in project work and ensures that corporate problems are addressed with the goal of achieving efficient solutions rather than having a large quantity of perfect tools to choose from. The efficiency factor of work in projects and workshops will therefore improve significantly. Through this paradigm change, connected with its unique structure, this book provides an effective tool not only for project and workshop leaders but also for the executives/sponsors involved who will be guided to solve the given task formulation quickly and in a sustainable way.Trade Review“The Six Sigma + Lean Toolset brings together the principles of Lean and Six Sigma in one single volume in a clear understandable format. This title has everything you need to know as a practitioner in one book. The book is both a practical and theoretical. … this book will suit those wishing to learn about Six Sigma and Lean as a beginner or a seasoned expert, this book will assist you in your Six Sigma and Lean efforts.” (Inside Business, Vol. 3 (5), June, 2015)“This book is a very good tool for the student interested in the contents of Six Sigma model. … If you are interested in Six Sigma or interested in implementing these techniques in your project this is the right book for you it is very well written with several supporting examples which makes the reading very pleasant. I really recommend this book for your bookshelf.” (Inspire and Action Blog, inspireandaction.wordpress.com, January, 2014)Table of ContentsIntroduction.- DEFINE - What is the Problem?.- MEASURE - How Big is the Problem?.- ANALYZE - What are the Root Causes of the Problem?.- IMPROVE - What are the Solutions for Eliminating the Causes?.-CONTROL - How can the Improvement's Sustainability be Ensured?

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Book SynopsisFundiertes Wissen für den Umgang mit Mitarbeitern ist in jeder Führungssituation von Bedeutung. Wie Führungskräfte unter wachsenden Anforderungen des beruflichen Alltags unterschiedlich leistungsstarke Mitarbeiterinnen und Mitarbeiter erfolgreich führen können, zeigt dieses Buch ganz praxisnah und anschaulich auf. Es liefert wertvolles psychologisches Hintergrundwissen für einen besseren Zugang zu menschlichem Verhalten und Handeln in Organisationen und stärkt die eigenen Führungsfähigkeiten. Eine wertvolle Essenz aus vielen hundert Führungstrainings und aus der langjährigen Führungserfahrung des Autorenduos.Table of ContentsWas ist Führung?.- Was kennzeichnet wirkungsvolle Führung?.- Mitarbeiter individuell und leistungsorientiert führen.- Führungsverhalten bei den Stars.- Führungsverhalten bei den Workhorses.- Führungsverhalten bei den Problems.- Führungsverhalten bei den Deadwoods.

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Book SynopsisWas zeichnet große Persönlichkeiten aus, die ihre Ideen, ihre Produkte mit außergewöhnlichem Erfolg vermarkten? Vertriebsexperte Roger Rankel geht diesen Fragen in Interviews mit prominenten Gesprächspartnern auf den Grund – Menschen, die mit einer ungewöhnlichen Geschäftsidee überzeugten oder in ihrer Branche Spitzenleistungen erbrachten.Trade Review"Tipp: spannend, inspirierend, unterhaltsam." salesbusiness - Der Navigator für Vertrieb, Verkauf und Strategie, 3-2012"Für Einsteiger ist dieses Buch bestens geeignet, da die Themen erfahrungsgetreu beschrieben sind und die Sprache des Autors leicht verständlich und angenehm im Lesefluss ist." faktor - Das Entscheider-Magazin für die Region Göttingen, 29.01.2010"Roger Rankel spielt meisterhaft mit den Regeln, die jeder guten, selbstbewussten Kommunikation zugrunde liegen. Er tut dies in leicht verständlicher Sprache mit eingängigen Beispielen, die manchen Berater zu der Frage führen werden, wieso er diese Selbstverständlichkeiten nicht täglich praktiziert [...]." die bank, 10-2009"Die vielen anschaulichen Beispiele und Interviews mit erfolgreichen Verkäufern - mal Prominenten, mal eher stillen Stars - sind für die Lektüre 'am Stück' wie auch zwischendurch geeignet. Die Sprache ist klar und verständlich, der Erzählstil sehr persönlich - fast so, als würde der Autor einen Vortrag halten." Der Handel - Das Wirtschaftsmagazin für Handelsmanagement, 05/2009"[...] die wahren Stars in diesem Buch sind die erfolgreichen Verkäufer, deren Namen man nicht auf Anhieb kennt - die Sorte von Geschäftsleuten, bei denen man sich fragt: Wie haben die das geschafft? Mit solchen Leuten hat Rankel gesprochen, ihre Tipps und Tricks gibt er hier weiter. Und das sind viele. Einen kann man ja gerne hier schon verraten: Begeisterung für die Sache - welche auch immer. Aber Rankel hat noch mehr zu bieten!" kressreport, 03.04.2009"In zehn kurzweiligen Kapiteln räumt der Vertriebstrainer mit alten Verkaufsweisheiten auf und formuliert Sales Secrets wie 'Sog statt Druck erzeugen' oder 'Straight Talk statt Small Talk!'." DNV - Der neue Vertrieb, 01-02/2009"Weit davon entfernt, das Verkaufen auf thetorische Tricks zu reduzieren, zeigt Roger Rankel, wie Verkaufsgespräche situativ und nicht mechanisch geführt werden, wie Verkäufer ihre Persönlichkeit in die Wagschaale werfen können und wie sie Emotionen beim Kunden wecken. Überraschende Einblicke bietet auch der zweite Teil des Buches, in dem manTable of ContentsGeniale Verkäufer von Beckenbauer bis Wiedeking - oder: Warum jeder ein Verkäufer ist Teil I: 30 Sales Secrets, die Sie wirklich voranbringen TEIL II: Erfolgs-Verkäufer und ihre Geheimnisse: Leslie Mandoki, Udo Walz, Manfred Lautenschläger, Sarah Kern, Klaus Kobjoll, Prof. Dr. Lothar Seiwert, Heiner Tamsen, Dr. Georg Kofler.

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Book Synopsis​Markus Dahm und Aaron D. Brückner zeigen, wie Operational-Excellence-Initiativen erfolgreich implementiert werden können. Dabei stehen die Menschen im Fokus. Die Autoren erläutern, wie gewohnte Verhaltensweisen und Denkmuster verändert, ein Bewusstsein für kontinuierliche Verbesserungsprozesse geschaffen und eine methodisch getriebene Transformation in der Organisation gelebt werden kann. Sie zeigen auf, woran die Initiativen in der Praxis scheitern und was die kritischen Erfolgsfaktoren bei der Umsetzung der Transformation sind. Sie beschreiben fundiert das Gestern (Woher?), diskutieren das Heute (Wohin?) und erörtern handlungsorientiert das Morgen (Was tun?). Auch praxiserprobte Leser erhalten neue Denkanstöße und Tipps.Trade Review“... Dieses inhaltlich umfangreiche und ansprechend gestaltete Buch ist für Praktiker, Wissenschaftler und Studierende von Interesse, die ihr Wissen in diesem Themenumfeld vertiefen sowie ausbauen möchten. ... einem profunden Handbuch für die unternehmerische Arbeit ...” (Dr. Joachim H. Rybol, in: ZCG Zeitshrift für Corporate Governance, Jg. 10, 2015)“... ist bestens für diejenigen geeignet, die sich mit Veränderungen von Organisationen beschäftigen. ... schafft das vorliegende Buch eine gelungene Zusammenführung von strategischen Managementansätzen und dem zugehörigen Veränderungsmanagement in Theorie, Methodik und Praxis und kann damit zum unverzichtbaren Standardwerk für Studierende, Wissenschaftler sowie Berater und Führungskräfte gleichermaßen werden.” (in: Personalführung, Heft 4, 2015)Table of ContentsTheoretischer Überblick zu Operational Excellence.- Praxiserfahrung mit Operational Excellence.- Die Erfolgsfaktoren von Operational Excellence Programmen.- Change Management – das Motoröl der operativen Exzellenz?.- Transformation Management - Antworten und Handlungsempfehlungen.- Ausblick.

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