Business strategy Books

Book SynopsisAlf Rehn is a noted thought leader in the fields of innovation and creativity. Having appeared on Thinkers50 Guru Radar in 2016, he is currently professor of innovation, design and management at the University of Southern Denmark. He is a popular international strategic adviser and professional speaker who has delivered close to 1,000 keynotes worldwide, advised Fortune 500 companies and is one of the few Westerners to keynote on innovation in the Democratic People's Republic of Korea.Trade Review"More than ever, innovation has become a prime success factor, yet we all have experienced some kind of fatigue as the term has become a cliché. In this book, Alf Rehn looks critically at the evolution of innovation practices throughout the past decades and teaches us new techniques on how to embrace innovation 4.0. An absolute must-read for anyone who wants to succeed, or just survive, in today's world." * Antonio Nieto-Rodriguez, author of 'The Project Revolution' and 'The Focused Organization', and named World's Leading Champion of Project Management by Thinkers50 *"Some innovation is a quick fix, some takes a lifetime of dedication. Some new ideas are new products or services, while other new ideas bring revolutions in the way people live or think. In this important book, Alf Rehn urges leaders to reject wasteful stereotypes of creativity and to embrace the truths needed to deliver powerful real-world innovation. If innovation is deviance in practice, then Rehn is a most practical deviant." * Max McKeown, author of 'The Innovation Book' *"Now that the global innovation hype bubble is bursting, the world desperately needs a dose of straight talk. It's time the clichés were put up against the wall and out of their misery. Alf Rehn brings his no-nonsense, shelve-the-bullsh*t style to this refreshing reset on what innovation is, what it can do, and how organizations might finally realize its value. He shows innovation isn't just about desire or a popular process, but requires deeper cultural intervention and an embedded mindset." * Scott Smith, world-leading futurist and founder of Changeist *Table of Contents Chapter - 01: Introduction – Between the shallows and the deep blue sea; Chapter - 02: Of yawns and broken windows – How ideas die in the modern corporation; Chapter - 03: Respect, reciprocity, responsibility and reflection – Crafting innovation cultures from the ground up; Chapter - 04: The imagination premium – Pushing beyond fatigue, thinking beyond boundaries; Chapter - 05: Innovative by design – Diversity and the trouble with monocultures; Chapter - 06: Making innovation resilient – Meaning, purpose, ambition, courage; Chapter - 07: Time, velocity, slack – Working at the speed of innovation; Chapter - 08: Pulling it all together – From ‘innovation’ to innovation

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Book SynopsisProf. Dr. Sc. Qeis Kamran (MBA-GM, MBA- PPM, MBL-HSG, LLM, PhD Scholar and researcher at University of Twente, the Netherlands) is the full Professor of Strategy, Cybernetics and Design Science at ISM International School of Management, Dortmund, Germany. He previously worked in sales, management, entrepreneurship and leadership roles in retail, energy, oil, petrochemicals and consulting industries.Trade Review"Finally, the long-awaited synthesis of strategy and the systems approach! The benefit of reading Kamran's innovative, insightful book is a deeper systemic understanding: it enables superior strategies for complex value networks." * Prof. em. Dr. Markus Schwaninger, University of St. Gallen, Switzerland *"With his innovative, holistic and interdisciplinary approach, Prof. Kamran delivers significant added value for research and practice. The combination of theory and practice by explaining different concepts and models and the corresponding illustration through case studies completes this worthwhile book." * Prof. Dr. Ingo Böckenholt, Managing Director/President, ISM International School of Management *"As a philosopher, not an economist, I am deeply impressed by Professor Kamran's book and his endeavour to host a dialogue between business strategy on the one hand and cybernetics, system thinking, and complexity sciences on the other. His language is lucid, his argumentation persuasive even for the layperson, and his interdisciplinary focus exemplary." * Prof. Dr. Dr. Holger Zaborowski, Professor of Philosophy, University of Erfurt, Germany *Table of Contents Chapter - 00: Introduction; Chapter - 01: Michael Porter – the founder of competitive strategy; Chapter - 02: A treatise of cybernetics, system sciences and complexity sciences; Chapter - 03: Introducing the six forces model; Chapter - 04: Global value chain management strategies and models for competitive advantage; Chapter - 05: Economic dimension of the six forces model and practical implications; Chapter - 06: Conclusion; Chapter - 07: Appendix – Economic layer, supply chain and collaboration; Chapter - 08: Index

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Book SynopsisKevin Green, Chartered CCIPD, is a non-executive director and strategic advisor to six fast growth human capital businesses. Prior to this, he was the Chief Executive of the Recruitment and Employment Confederation (REC), the HR Director at Royal Mail and founder and Managing Director of Qtab, a leading HR consultancy who advised organizations including First Choice, Unilever, Bae Systems and the UK Cabinet Office.Trade Review"One of the most important and accessible HR books of the year." * People Management *"The importance of a forward-thinking, comprehensive people strategy to underpin our business strategies has never been more important. Kevin lends his experience and insights from many years as a business and HR leader to provide challenge as well as great practical advice on all aspects of people strategy, and the innovations needed in HR practices to help people and organisations to thrive in a fast-changing future." * Peter Cheese, Chief Executive, CIPD *"This book is an "A to Z" for HR professionals. It offers an all-encompassing approach which shows how joined up thinking in relation to people can lead to business success. Confronting and energizing in equal measure." * Alison Hodgson VP People Virgin Media Ireland *"In this book, Kevin brings a unique perspective to the strategic opportunities organisations can achieve through their people. Providing insight and direction not just for people practitioners, but for anyone leading an organisation who has questions about how to better drive performance and productivity." * Neil Morrison, Director of HR, Severn Trent *"A must-read book for all leaders, articulating the steps to creating a competitive people strategy for commercial and ultimately broader societal good. AI is changing the face of work, creating more flexibility and a greater ease of removing the mundane, but there is a heightened need for creativity, innovation and intuition, which can only come from an engaged, energised and committed workforce." * Helen Pitcher OBE, Chairman of Advanced Boardroom Excellence, President INSEAD Directors Network, NED and Remuneration Committee Chair C&C Group PLC, Chairman Criminal Cases Review Commission *"Kevin clearly outlines the importance of driving a coherent strategy in order to compete in an increasingly difficult labour market - where a business cannot be afraid to self-disrupt and diversify their offerings if they are to thrive, attract and retain talent. People and effective use of technology are at the heart of this and Competitive People Strategy underscores the all-too-common pitfalls to avoid and the real commercial and social upside of getting this right."" * Bill Richards, UK Managing Director, Indeed *"An insightful and engaging look at the role people play in the success of businesses, especially if they are motivated, organised, and utilised in the right ways. Kevin talks from a position of authority having spent a lifetime in this arena, both as a CEO, HRD and also as a thought leader and change agent. A great read!" * Chris Moore, Chairman, Recruitment and Employment Confederation *"At a time when the workforce is becoming more dispersed, remote and diverse, building and leading communities of workers will become one of the key disciplines of 21st-century business. This book provides inspiring insights in how to implement a total talent management strategy to improve performance and retain your talent." * Denis Pennel, Managing Director, World Employment Confederation *"Kevin distils, codifies and then crafts the necessary focus on the future of work's undeniable constant: people. It's all about the people. No longer will people say "I'm not sure what to do about my people strategy" because it's all in this book. Enough guidance, enough back story and enough stimulation to just go and do it. So, if in doubt about the status of your people strategy, check in with this book and check out with Kevin's series of tools, recommendations and tactics." * Perry Timms, Author of Transformational HR *"Kevin has written a book that acts as a field guide for the changing times we live in. Getting and retaining the right talent has never been more challenging and Kevin offers practical advice or business leaders that will help them navigate the ever more complex landscape of people strategy." * Matt Alder, Podcaster, The Recruiting Future Podcast and co-author of Exceptional Talent *"The right people strategy is critical to business success. This book provides an invaluable insight into why this is the case and the thinking and approaches that are available to businesses to get the most out of their people. It is a must-read for HR Directors and CEO's alike." * Martin Hesketh, CEO, Brookson Ltd. *"In this book, strategy meets people in a mix of practical steps and guided learning which will supercharge your approach to leadership and talent. Kevin brings a wealth of experience to the alignment of your employee experience to enable you to achieve your business outcomes. A must-read for all people-centric leaders." * Aaron Alburey, Founder and CEO, Lace Partners *"This book is a great and pragmatic read which responds to the issues organizations are confronted with. Kevin makes astute observations together with practical tools to assist with the ever-growing number of workplace challenges. This is not a boring corporate HR read - Kevin has solicited views, opinions and offers a practical set of solutions for HR professionals to raise their game and continue to integrate HR plans with the business strategy." * Jacky Simmonds, Group Chief People Officer, Veon PLC *"This book provides many practical tips to help HR practitioners link their work to their business strategy and build a differentiated approach that creates competitive advantage through their people. I have personally benefited from using the Three Key Questions." * Quintin Heath, HRD, AB Sugar *"A powerful toolkit and an inspiring read for anyone looking to scale their organisation via their people." * Terence Mauri, Inc. Magazine Writer and bestselling author of The Leader’s Mindset *"This is an excellent book for any leader who wants to achieve superior business results while also building a great place to work. It's full of sound business advice and practical ideas of how to get the best from your people." * Steve Ingham, Group Ceo, Page Group Plc *"This is a great book for those looking to give their people strategy an edge, whether they are a CEO or HRD. It's an easy read, very accessible and clearly articulates its key point that the most valuable people strategy is not one based on best practice, but rather one that puts a focus on a doing things differently. Kevin Green's refreshing message is essentially "find a small number of things that can authentically set your organisation apart from the rest, and do them brilliantly." * Ralph Tribe, Chief People Officer, Ascential PLC *"It is a cliché, but nevertheless true, that there is a war for talent. Kevin Green has been in the trenches of that war for longer than most. He is also a clear and entertaining communicator, so his opinions are well worth reading." * Calum Chase, Author of Surviving AI *"Kevin is an HR professional with a difference - In his book he debunks the myth that all leaders should be extrovert salesmen and explains how to pull together the component parts of successful people strategy - all leaders of people should take note." * Mark Palmer, CEO, Gobeyond Partners UK *"People, culture and organisational design are critical to understand when making investment decisions. Getting it right or wrong can, and so often does, define an investment outcome. This book shows leaders how great people engagement can achieve superior business returns." * Dawn Marriott Sims, Partner, Hg *"Winning in business is all about creating a competitive edge, and in Kevin's book he succinctly defines how to do this. He also takes us through how leaders should deal with the changes occurring in the modern workforce. This book explains how leaders can attract, motivate, engage and retain their talent. It's a must-read." * Peter Searle, Executive Chairman, Airswift PLC *"In Competitive People Strategy Kevin Green brings HR kicking and screaming into the 21st century - and shows every HR and business leader how to compete and win in the midst of the fourth Industrial revolution." * Colin Donnery, General Manager, FRS Recruitment *"Kevin has cracked the code, successfully smashing the disciplines of business strategy and people management together, which is where they have always truly belonged. He provides a cogent formula across the entire people and organizational performance lifecycle, creating a timely call to arms and a practical pathway for leaders and change agents around the globe to create a far greater impact." * Steve Bernard, Founder and Managing Director, Connectwell *"A great mix of theory, research and practical insight wrapped into a practical guide of how to make it happen. The comprehensive range of subjects covered coupled with the applied approach would benefit leaders in smaller companies as well as presenting HR professionals in larger organizations a guide on how to lead the people agenda." * Simon Conington, Founder and CEO, BPS World Ltd. *Table of Contents Chapter - 01: Why a Competitive People Strategy matters; Chapter - 02: Strategy — how to compete and win; Chapter - 03: Building a differentiated people strategy; Chapter - 04: Leaders everywhere; Chapter - 05: Developing a winning culture; Chapter - 06: Talent attraction; Chapter - 07: Employee experience; Chapter - 08: Change and transformation; Chapter - 09: Great people management; Chapter - 10: Developing the people function

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Book SynopsisProf Dr Eyden Samunderu (PhD) is a leading expert and well trusted advisor in the area of air transport with extensive international consulting experience. He is Program Director for a Master's programme at the International School of Management (ISM) in Dortmund Germany. He is currently a Board Advisor at Aviation Partners Africa London as well as sitting as Advisory Board Member for the Hamburg Aviation Conference. His research interests are in air transport economics, airport infrastructure financing, container and shipping logistics, competition policy, multimarket contact and strategic group theory in air transport.Trade Review"Air Transport Management is full of important information and insights related to the global and regional aviation industries. It's a brilliant piece of work that I highly recommend." * Alexander Herring, Managing Director, ADB Safegate South Africa *"This is a significant book for academics and practitioners who are interested in the characteristics, dynamics and challengesof the airline industry. It covers important areas in the field, including alliances, business models and coalitions." * Leonardo Corbo, Assistant Professor of Management, University of Bologna *Table of Contents Chapter - 01: The scope of the airline industry; Chapter - 02: Growth and change in the airline industry – Air transport liberalization; Chapter - 03: The airline alliances; Chapter - 04: Airline industry analysis – A structure-conduct-performance perspective; Chapter - 05: Airline competing business models; Chapter - 06: Airline competition dynamics; Chapter - 07: Measuring airline performance; Chapter - 08: Strategic groups in the airline industry; Chapter - 09: The future outlook of air transport; Chapter - 10: Conclusion; Chapter - 11: Index

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Book SynopsisDr Nick Milton is a director and co-founder of Knoco Ltd, an international knowledge management consultancy. He previously worked at BP, coordinating the BP Knowledge Management Community of Practice, and was a member of the working group for the development of ISO 30401:2018. Patrick Lambe is a founding partner of Straits Knowledge, a global consulting and research firm specializing in knowledge, learning and innovation. He is a Visiting Professor in knowledge management at Bangkok University, President of the International Society for Knowledge Development Singapore chapter and an editorial board member of the Journal of Knowledge Management.Table of Contents Chapter - 00: Introduction; Section - ONE: Orientation to knowledge management implementation; Chapter - 01: What is knowledge management?; Chapter - 02: The stages of KM implementation; Chapter - 03: Barriers and pitfalls; Section - TWO: Preparation and resources; Chapter - 04: Knowledge management strategy; Chapter - 05: The role, skills and characteristics of the knowledge management leader; Chapter - 06: The KM team members; Chapter - 07: The role of senior management; Chapter - 08: Budget and timescale; Chapter - 09: Aims and objectives for the KM implementation programme; Chapter - 10: Finding partners to help you; Section - THREE: Assessment and planning; Chapter - 11: Conducting the knowledge resources audit; Chapter - 12: The knowledge management framework; Chapter - 13: The knowledge discussion elements of the KM framework; Chapter - 14: The knowledge capture and documentation elements of the KM framework; Chapter - 15: The knowledge synthesis elements of the KM framework; Chapter - 16: The knowledge-finding and re-use elements of the KM framework; Chapter - 17: Knowledge organization; Chapter - 18: Influencing the stakeholders; Chapter - 19: Culture, communications and change; Chapter - 20: Preparing the KM implementation plan; Section - FOUR: The implementation activity; Chapter - 21: Building the KM champion network; Chapter - 22: Trials and pilots; Chapter - 23: Roll-out, embedding and governance; Chapter - 24: Setting up the KM metrics and reporting system; Chapter - 25: Dealing with bumps in the road; Chapter - 26: Transition to the operational team; Section - FIVE: Deepening and extending your KM programme; Chapter - 27: Working with external frameworks and standards; Chapter - 28: Working externally; Chapter - 29: Knowledge management and digital transformation; Section - SIX: Case histories; Chapter - 30: Implementing KM at Mars; Chapter - 31: NASA – emergence, evolution and resilience of a KM programme; Chapter - 32: Using the ISO KM standard 30401:2018 to sense-check KM at Petroleum Development Oman; Chapter - 33: KM implementation in a global oil and gas company; Chapter - 34: KM implementation at Huawei; Chapter - 35: KM implementation at the Singapore Youth Olympics; Chapter - 36: Implementing and sustaining KM in the Public Works Department Malaysia; Chapter - 37: Summary; Chapter - 38: Glossary; Chapter - 39: Index

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Book SynopsisEric Schaeffer leads, as a Senior Managing Director, Accenture's Product Industry X.0 practice, bringing together services across innovation, engineering and product development, manufacturing and digital operations, and product services optimization. He is also the Global Lead for Accenture's Industrial practice, helping automotive, industrial equipment and infrastructure companies to digitally reinvent their businesses and create a new level of innovation and efficiency across the extended connected value chain.David Sovie is Senior Managing Director at Accenture, and Global Lead for High-Tech Industry where he helps clients digitally reinvent their business across the entire value chain. He also leads the Industry X.0 consulting unit for Accenture's Communications, Media and Technology group, which provides digital transformation services across the innovation, engineering, manufacturing and product support business functions.Trade Review"Eric Schaeffer and David Sovie bring some great new insights into the product arena of the future that have broad implications. With grounded skill and enthusiasm Reinventing the Product makes a stringent case for companies to rethink their product strategy, their product road map and their digital capabilities." * Patrick Koller, CEO, Faurecia *"Powerful factors, such as the rapid rise of cloud computing, high-speed networks and Artificial Intelligence, are converging, requiring all product companies to fundamentally transform their products and their company. David Sovie and Eric Schaeffer bring fresh thinking and inspiring practical advice for successfully managing this digital transformation and creating value." * Marco Argenti, Vice President Technology, Amazon Web Services *"Deeply researched and full of innovative insights about AI, platforms and smart products. The 'Product Reinvention Quotient' provides great guidance on how to think about "Product X.0" and how to develop a set of capabilities that are necessary to succeed in the future." * Guido Jouret, Chief Digital Officer, ABB *"The nature of product innovation is fundamentally changing. Reinventing the Product shows how to combine hardware, software and business model innovation in an agile way, to meet fast-changing needs in a world of smart-connected devices. It provides compelling and inspiring case studies and examples to help your company find a way that fits best." * Yoon Lee, Ph. D., Senior Vice President and Division Head Content and Services, Product Innovation Team, Samsung Electronics America *"Eric Schaeffer did it again. After his spearheading Industry X.0, which has inspired our team of entrepreneurs to adapt our digital strategy creatively, he now co-authors with David Sovie a brilliant, richly detailed roadmap to the digital future for all product making companies. No doubt: this is again a must-read." * Zhang Ruimin, Chairman of the Board of Directors and CEO, Haier Group *"Well researched, with vivid illustrations and concrete suggestions, this valuable guide can help firms and leaders to build a new set of priorities and capabilities to succeed in a shifting, digital landscape." * Professor Michael G. Jacobides, Sir Donald Gordon Chair of Entrepreneurship & Innovation, London Business School *"In a time of digitally induced seismic shifts across all fronts, Reinventing the Product captures the impact of this change and thoughtfully develops new value-creation approaches in product development and manufacturing. A groundbreaking book." * Phil Jansen, Vice President Product Development, Fiat Chrysler Automobiles *"Reinventing the Product is a practical guide for harnessing IoT and AI to transform the very basis of a company's offerings. This is a must-read for industrial manufacturers looking to ensure their businesses remain relevant in the digital age." * Tim O’Keeffe, CEO, Symmons Industries *"Digital technologies such as AI, advanced analytics, edge computing, cloud and blockchain are transforming our lives fast. Thoroughly researched, Reinventing the Product doesn't just describe the emergence of a fascinating new product landscape that is shifting from traditional to smart connected products, including autonomous products. It is also an inspiring call-to-action for companies so seize enormous new opportunities fast - good for them, good for users and customers, good for growth and progress of societies." * Professor Dr Christoph Lütge, Peter Löscher Chair of Business Ethics and Global Governance, Technical University of Munich *"David Sovie and Eric Schaeffer lay out a powerful new framework for how to evolve both the product and business strategy needed to succeed in the digital age, and they provide fresh and very concrete recommendations on how to implement it pragmatically. Reinventing the Product should be required reading for all product company executives and their managers." * Bill Bien, Chief Marketing Officer and Head of Strategy, Signify *"This book offers a deep analysis of the major shifts product companies are facing, and provides a well-elaborated blueprint for their future success. Every leader in the industry should learn from this book." * James E. Heppelmann, President and CEO, PTC *"Reinventing the Product not only looks thoroughly at how the disruptive waves of digital technologies will affect product companies (including the subscription economy), it draws on a deep analysis of the five profound shifts they face to provide strategic and practical "how-to" advice for businesses as they develop digital products. An inspirational call-to-action." * Eric Chaniot, Chief Digital Officer, Michelin *"The swiftly emerging world of intelligent smart connected products will reshape industries, business processes, and consumer experiences. Reinventing the Product is an important and essential guide for business leaders, entrepreneurs and investors, looking to chart the course and unlock the value of this important trend." * Paul R. Daugherty, Chief Technology & Innovation Officer, Co-author of the bestseller Human + Machine: Reimagining Work in the Age of AI, Accenture *"A comprehensive analysis on the digitally driven big shifts product-making companies are facing. And a detailed roadmap to innovate and capture the endless opportunities in a fascinating new product world." * Raghunath Mashelkar, National Research Professor and Chairman, Reliance Innovation Council *"In their inspiring new book Eric Schaeffer and Dave Sovie not only show the fundamental shifts product companies are exposed to in digital times; they also provide creative analytical tools and concrete how-to advice for these companies to innovate, stay profitable and grow." * Cyril Perducat, Executive Vice President, Internet of Things & Digital Offers, Schneider Electric *"Eric Schaeffer and Dave Sovie provide a rare encompassing view on there invention of the product, re-imagining the current "digital transformation"trend. Original, remarkably thoughtful and with high practical relevance on every page." * Richard Mark Soley, PhD, Chairman and CEO, Object Management Group; Executive Director, Industrial Internet Consortium *"This is a fascinating book on how we should rethink and manage product making in disruptive times. New perspectives, fresh concepts, unexpected ideas abound. A must-read for any leader and manager in product companies." * Pascal Daloz, Executive Vice President, Chief Financial Officer and Corporate Strategy Officer, Dassault Systèmes *Table of Contents Chapter - 00: Introduction; Section - ONE: Enter the new – Smart connected products for the digital age; Chapter - 01: The digital transformation of product making – Happening faster than you think!; Chapter - 02: Trends driving the case for product reinvention; Section - TWO: The digital reinvention of the product; Chapter - 03: A radically new kind of product – Adaptive | collaborative | proactive | responsible; Chapter - 04: Big shift one – From features to experience; Chapter - 05: Big shift two – From hardware to ‘as a service’; Chapter - 06: Big shift three – From product to platform; Chapter - 07: Big shift four – From mechatronics to artificial intelligence (AI); Chapter - 08: Big shift five – From linear to agile engineering in the New; Section - THREE: The journey to the reinvented product; Chapter - 09: Seven pivotal capabilities for managing the reinvention of the product; Chapter - 10: The roadmap to success with living products and services; Chapter - 11: Insights from the field; Chapter - 12: Reinvented products in action; Section - FOUR: Future product realities; Chapter - 13: Outlook 2030 – How the reinvented product governs our lives – a crowd-sourced story of innovation in five takes

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Book SynopsisKaren Beaven is an executive coach and the founder of the HR Entrepreneur's Network. She has operated at HR Director level for a number of years at companies including River Island and AllSaints, and has been ranked as one of the most influential HR practitioners by HR Magazine in 2016 and 2017. She was also recognised as HR Director of the year in 2015 and has been listed as a Global HR superstar by HRO Today.Trade Review"Karen has an obvious passion for and commitment to the HR profession. This book does a wonderful job of chronicling her HR journey and sharing her narrative. Her insights will be helpful as a guide to other HR professionals who want to make a difference." * Dave Ulrich, Rensis Likert Professor, Ross School of Business, University of Michigan & Partner, The RBL Group *"What Karen Beaven has created is the missing link between individual, professional, organisational and business perspectives, on the key role HR professionals can have in the fabled future of work. Packed full of quotes, references, exercises and real-life stories, this is the go-to book for those serious about their impact in the work they do, that might now be called HR Strategy. Reset and reinvent HR? You bet..!" * Perry Timms, Chief Energy Officer, PTHR #5 HR Most Influential Thinker 2018 *"This is a practical guide for HR professionals seeking to create performance-enhancing HR led by commercial goals. It is all the more powerful coming from an award-winning HRD who has been there and done it, experiencing the ups and downs and building resilience with humility and learning. A most useful handbook to progress your HR career and achieve more." * Darren Hockaday - HR Director, Gatwick Airport *"This is a must-read book, whether you are an experienced HR professional or a novice at the start of your career. It is an indispensable guide to understanding the world of work and adding strategic value by challenging you to rethink your understanding of HR. The future is really is all about the People Experience and awareness of self, business, industry and profession." * Shakil Butt, HR Hero, HR and Leadership Consultant *"This much-needed and easy-to-read book provides a fantastic guide for today's HR professional. It is a great combination of education into modern practice and terminology blended with practical advice and encouragement for how to navigate the shifting commercial landscapes that we all face." * Kim Atherton - Chief People Officer, OVO Energy and CEO, Just3Things *"Finally, a professional self-help book for HR practitioners from the 'Bouncebackability' Queen herself! As an avid fan of Karen's PX vision, I look forward to a future HR profession full of human-centric and business focused practitioners, closely collaborating with their people and leaders to build commercially successful and sustainable organisations. As Karen states - 'To be inspirational, you must first be inspired', and this book will do that for you." * Natal Dank - Chief HR Agilist at Southern Blue Consulting and co-founder of the Agile HR Community *"In a world where HR has to be as creative, agile and future-focused as any other part of the business, this book shows not only how important this is but how to make it possible. It will be the go-to resource for all my HR coachees who are looking to make their mark in business." * Paul Deeprose, Founder of The Career Gym *"This book is a massive gift not just to HR leaders but to all leaders. Karen turns fundamental concepts into extremely practical steps but most of all she conveys all of her experiences and recommendations in a truly human way. After reading this book you will look after yourself and your people differently and you will be totally confident that you are adding additional value to your organization." * David Frost, Organisational Development Director at Total Produce plc *"An excellent handbook for anyone with HR or line management responsibilities, putting the employee experience at the forefront. The chapters are well researched, providing snackable information with sections on how your thinking will be changed, toolkit essentials and reflection questions." * Julie Merritt, General Manager *"This is an inspirational guide written by a been there, seen it, done it industry specialist who knows what she is talking about and is not afraid to explain it. By learning about staff, the benefits of a personal network, the industry you work in and your aspirations, the reader can grow into a passionate leader and guide a business to become a driving force in their field." * Stu Walker, Managing Director - Integrated Sales & Marketing Solutions *"The book is a clear call to HR professionals to continue developing themselves, encourages reflection on the profession and its responsibilities, and the skills needed to succeed in Human Resources - along with guidance on how to develop them. It's great to see a book on HR stepping out of our traditional task and priorities and considering the wider organization, industry and future trends. This book is a true toolkit for the HR professional - a 'how to' guide on how to be great at what we do - whilst also encouraging us to step outside of our comfort zone." * Gemma Dale, Co-founder, The Work Consultancy *Table of Contents Section - ONE: Know your self; Chapter - 01: Continuous personal development; Chapter - 02: Drive and passion; Chapter - 03: Comfort zone; Chapter - 04: Interpersonal skills; Chapter - 05: Bravery; Chapter - 06: Your personal network; Chapter - 07: Inspirational leadership; Section - TWO: Know your business; Chapter - 08: Product; Chapter - 09: People; Chapter - 10: Productivity; Chapter - 11: Annual results; Chapter - 12: Commercial focus; Chapter - 13: Markets and channels; Chapter - 14: Technology; Chapter - 15: Culture; Chapter - 16: Purpose; Section - THREE: Know your industry; Chapter - 17: Competition; Chapter - 18: Business environment; Chapter - 19: Rules and regulations; Chapter - 20: Trends and forecasting; Chapter - 21: Where's the talent?; Chapter - 22: Workforce planning; Chapter - 23: Resources; Section - FOUR: Know your profession; Chapter - 24: Professional accreditation; Chapter - 25: Responsibilities; Chapter - 26: Advisory bodies; Chapter - 27: Career framework; Chapter - 28: Professional development; Chapter - 29: The development of the industry; Chapter - 30: The future of work

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Book SynopsisAlf Rehn is a noted thought leader in the fields of innovation and creativity. Having appeared on Thinkers50 Guru Radar in 2016, he is currently professor of innovation, design and management at the University of Southern Denmark. He is a popular international strategic adviser and professional speaker who has delivered close to 1,000 keynotes worldwide, advised Fortune 500 companies and is one of the few Westerners to keynote on innovation in the Democratic People's Republic of Korea.Trade Review"More than ever, innovation has become a prime success factor, yet we all have experienced some kind of fatigue as the term has become a cliché. In this book, Alf Rehn looks critically at the evolution of innovation practices throughout the past decades and teaches us new techniques on how to embrace innovation 4.0. An absolute must-read for anyone who wants to succeed, or just survive, in today's world." * Antonio Nieto-Rodriguez, author of 'The Project Revolution' and 'The Focused Organization', and named World's Leading Champion of Project Management by Thinkers50 *"Some innovation is a quick fix, some takes a lifetime of dedication. Some new ideas are new products or services, while other new ideas bring revolutions in the way people live or think. In this important book, Alf Rehn urges leaders to reject wasteful stereotypes of creativity and to embrace the truths needed to deliver powerful real-world innovation. If innovation is deviance in practice, then Rehn is a most practical deviant." * Max McKeown, author of 'The Innovation Book' *"Now that the global innovation hype bubble is bursting, the world desperately needs a dose of straight talk. It's time the clichés were put up against the wall and out of their misery. Alf Rehn brings his no-nonsense, shelve-the-bullsh*t style to this refreshing reset on what innovation is, what it can do, and how organizations might finally realize its value. He shows innovation isn't just about desire or a popular process, but requires deeper cultural intervention and an embedded mindset." * Scott Smith, world-leading futurist and founder of Changeist *Table of Contents Chapter - 01: Introduction – Between the shallows and the deep blue sea; Chapter - 02: Of yawns and broken windows – How ideas die in the modern corporation; Chapter - 03: Respect, reciprocity, responsibility and reflection – Crafting innovation cultures from the ground up; Chapter - 04: The imagination premium – Pushing beyond fatigue, thinking beyond boundaries; Chapter - 05: Innovative by design – Diversity and the trouble with monocultures; Chapter - 06: Making innovation resilient – Meaning, purpose, ambition, courage; Chapter - 07: Time, velocity, slack – Working at the speed of innovation; Chapter - 08: Pulling it all together – From ‘innovation’ to innovation

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Book SynopsisChris Duffey spearheads Adobe's Creative Cloud strategic development partnerships across the Creative enterprise space. His keynotes have received over 50+ million impressions and been reported around the world by Access Hollywood, Extra, Ok Magazine, Hello, People, Daily Mail and Euro News.Chris has been profiled by The Wall Street Journal, The Guardian, Inc., Adweek, Adage, Cheddar, The Mirror, The Drum, Campaign, CMO.com, New York Post, Business Insider and by Google, McKinsey and Wharton in their digital marketing book. Chris also serves on Rutgers University Data Advisory Board and The Board of Directors for ANA NY.Before Adobe, Chris was an Award-Winning Executive Creative Director, noted speaker, author and Artificial Intelligence & Mobile Technologist. He has been featured by Business Insider, and Yahoo as one of "The industry's leaders on the top issues, challenges and opportunities in the fast-changing world of mobile marketing." Chris has bTrade Review"Superhuman Innovation is a secret resource for smart people trying to grow their business." * Rachel Loui, Head of International Growth for Business & Industrial Markets, Google *"Fear artificial intelligence no longer! Chris Duffey and his virtual pal Aimé unpack AI to make us feel confident and excited about these future-focused technologies." * Rob Rogers, Former CEO, Sudler WPP, New York *"This fast-paced book makes the point that the upside of AI outweighs any downside. Rather than supplanting humanity the tech will augment us - making people smarter, faster and more successful. The author beautifully makes the point by harnessing Aimé - an AI system. This book serves as a down to earth guide into how business can benefit from AI right now." * Gordon Young, Editor-in-Chief and Co-founder, The Drum *"Chris Duffey will allay any skeptic's concerns about AI through his comprehensive and positive discourse on the subject. Moreover, he provides a valuable and practical guide to businesses to leverage AI to empower people's lives." * Diana Naguib, Senior Vice President, MediaLink *"Superhuman Innovation is forward thinking and captures the potential of AI in the future. It is clear from reading this that brands who are not adopting their business to support an AI future will be left behind." * Monson Tseng, Amazon Alexa *"Many books talk about AI yet Chris takes it to another level using AI to co-write the book. The brilliance is the ability to dispel AI myths and highlight opportunities and limitations. AI is in use every day on our CMS platform and Chris perfectly summed it up that AI will make us more efficient in all our tasks." * Clancy Ryan, Vice President, Arc Publishing, The Washington Post *"Amié and Chris provide a detailed roadmap of how AI can help to harness big data and improve lives across a broad spectrum of areas from hotels to health to make a smarter world and improve the human experience. Superhuman Innovation is SUPER insightful and a must read for anyone interested in understanding how AI can help unleash their creative potential." * Dr. Kimo Ah Yun, Acting Provost, Marquette University *"If you're interested in creating growth and value for your start-up or multinational brand, Superhuman Innovation is a breakthrough blueprint for how to put your consumers first with human-centric AI." * Bonin Bough, Founder of Bonin Ventures, Former Chief Media & eCommerce Officer at Mondelez International *"A must read for business leaders serious about cognitive transformation. Superhuman Innovation cuts through the noise and sensationalism around AI and provides a pragmatic view of how to apply this science today and pioneer a new future" * Keith Pine, Chief Operating Officer, Organic *"With all the clamor about AI - positive and negative - Chris Duffey provides a compelling blueprint for AI's applications and impact. Superhuman Innovation is a super intelligent take on the power AI puts in people's hand." * Tom Stein, Chairman and Chief Client Officer, Stein IAS, President, ANA Business Marketing NYC *Table of Contents Section - ONE: The AI foundation; Chapter - 01: Changing landscape – Customer behaviours and expectation; Chapter - 02: The digital transformation – From messaging to experiences; Chapter - 03: Infinite data – Driving better outcomes; Chapter - 04: Infrastructure – The need for a foundation; Section - TWO: The AI activation; Chapter - 05: Artificial intelligence – The what and why of the AI revolution; Chapter - 06: The SUPER framework – A superhuman strategy; Chapter - 07: Speed – Facilitating work processes; Chapter - 08: Understanding – Revealing and mastering deep insights; Chapter - 09: Performance – Measurement and optimization; Chapter - 10: Experimentation – Actionable curiosity; Chapter - 11: Results – Business transformation; Section - THREE: The AI future; Chapter - 12: Where to start; Chapter - 13: Security, privacy and ethics; Chapter - 14: Yesterday, tomorrow and today; Chapter - 15: Next-Gen creativity – Improving the human experience; Chapter - 16: The AI-infused future – Transforming the world

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Book SynopsisJacob Benbunan started Saffron Brand Consultants with the late Wally Olins. He is today its Chairman and CEO. His clients include Vueling, Akzo Nobel, A1 Telekom Austria, Engie, Sodexo or Siemens. Prior to Saffron he was a Principal at Wolff Olins where he was involved with brands like Orange, Repsol and Acciona. Gabor Schreier is Chief Creative Officer and responsible for the creative teams across Saffron's locations. He was a core player in consolidating Saffron as a leading international brand consultancy. At Saffron, he has had an instrumental role in the work for A1 Telekom Austria, Gulf Air and YouTube. Previously he has also created identities for Daimler and Smart in Germany.Benjamin Knapp is Saffron's Chief Growth Officer, driving corporate strategy and service development. He joined Saffron in 2006 and worked closely with Wally Olins on place and commercial branding projects. His clients since then include Xing, V&A Museum, A1 Telekom Austria and Kyocera.Trade Review"A treatise on branding in times of change that will guide marketers through their daily challenges." * Stefan Schindele, Brand Strategy, A1 Group *"The authors prove that disruption is an attitude of creativity, agility and innovation that all brands should strive for. They provide a detailed and inspiring explanation of the process. A great book - highly recommended!" * Professor Robert Paulmann, Founder, CXI Conference *"Jacob Benbunan and his team are the most disruptive people in the branding world, helping anybody in the start-up or corporate world who wants to rock the boat and do things very differently. This book is a must-read for anyone wanting to cause any abrupt or sudden change in new or legacy industries." * Carlos Muñoz, Founder, Volotea and Vueling Airlines *"A truly compelling read for those who believe that the best evidence of corporate authenticity is brand consistency." * Ana Busto, SVP, Brand and Communications, ENGIE *Table of Contents Chapter - 00: Introduction – Why it is vital to explore disruptive branding; Chapter - 01: Convergence and divergence – What change means for brands; Chapter - 02: What makes you tick – Define what drives your organization; Chapter - 03: Strategy made visible – Bring your idea alive through design; Chapter - 04: Help your people to help you – Engage your employees; Chapter - 05: A promise delivered – Shape the brand experience; Chapter - 06: Prove it to succeed – Develop on-brand products and services; Chapter - 07: Building customer loyalty – Disrupt through great service; Chapter - 08: Your idea made physical – Create branded environments; Chapter - 09: First impressions – Launch your disruptive brand; Chapter - 10: Measure, improve, repeat – Measure brand performance; Chapter - 11: Constant reinvention – Stay ahead in times of change; Chapter - 12: Index

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Book SynopsisDaniel Newman is Principal Analyst of Futurum Research and the CEO of Broadsuite Media Group. Living his life at the intersection of people and technology, Newman works with large technology brands exploring digital transformation and how it influences our world. A five-times best-selling author, he is a Forbes, Entrepreneur and Huffington Post contributor.Olivier Blanchard draws from his extensive experience managing product innovation, technology adoption, digital integration and change management for industry leaders in a variety of sectors to help decision makers, and their organizations, understand the many risks and opportunities of technology-driven disruption and leverage innovation.Table of Contents Chapter - 01: A short history of human–machine partnerships; Chapter - 02: The state of human–machine partnerships; Chapter - 03: Framing expectations for the next age of human–machine partnerships; Chapter - 04: How businesses should prepare for the next age of human–machine partnerships; Chapter - 05: How workers should prepare for the next age of human–machine partnerships; Chapter - 06: How educational institutions should prepare for the next age of human–machine partnerships; Chapter - 07: How consumers should prepare for the next age of human–machine partnerships; Chapter - 08: How technology companies should prepare for the next age of human–machine partnerships; Chapter - 09: The future of human–machine partnerships - putting it all together;

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Book SynopsisNick Liddell is a brand strategist with over 20 years' experience. He works with organizations of all sizes to grow their brands through clear and compelling strategy. His clients include some of the world's brightest and best - from Prada and The V&A to McLaren, Wimbledon and Twinings. He's a member of the UK Superbrands Council, a frequent event speaker and a regular contributor to marketing, brand and business publications.Richard Buchanan is Managing Director and a founding partner of The Clearing, voted the UK's best branding consultancy at The Drum's Network Awards 2016. Working with global brands such as McLaren, Fitness First, Wimbledon and Ocado. Together with The Clearing, he has won more than thirty industry awards.Table of Contents Section - ONE: Creativity; Chapter - 01: You can choose between having a great culture or a brilliant strategy – Which do you opt for?; Chapter - 02: Is your role to make people want things or to make things people want?; Chapter - 03: Does your team operate like an orchestra or an improvisational jazz band?; Chapter - 04: We often seek partners who meet a deficiency we feel in ourselves – What deficiency are you meeting for your customers?; Chapter - 05: If your brand took a lie detector test, the most nerve wracking question would be…; Section - TWO: Habit; Chapter - 06: Should parents give children what they need or what they want? Does the same logic apply in giving customers what they ask for?; Chapter - 07: What disappoints you most about your competitors?; Chapter - 08: You are called in to perform a ‘pre-mortem’ on your brand and predict the cause of death to be…; Chapter - 09: Which of your brand’s flaws have you learned to ignore?; Chapter - 10: What could you eliminate from your business today that you suspect no-one would miss?; Section - THREE: Emotion; Chapter - 11: What wakes your brand up at 4am?; Chapter - 12: If your brand were a person, would they be in a happy relationship?; Chapter - 13: How often do your embark on projects where your feel real anxiety and uncertainty about the outcome?; Chapter - 14: Does your brand appeal more to people’s hopes or their fears?; Chapter - 15: What role does kindness play in your work?; Section - FOUR: Belief; Chapter - 16: Budgets are cut and your business can only invest in innovation or marketing – Which do you choose?; Chapter - 17: What’s the most offensive word in the world in relation to your brand?; Chapter - 18: What does the word ‘quality’ mean in the context of your brand? Would your competitors define it differently?; Chapter - 19: What do your customers mistakenly believe about your industry? What can you do to change this?; Chapter - 20: How would you define a ‘meaningful’ business; Section - FIVE: Ego; Chapter - 21: What other businesses are you secretly a little bit jealous of?; Chapter - 22: What would be worse – Customers not taking your brand seriously or finding you boring?; Chapter - 23: What does your business do that some say is completely unnecessary or inefficient, but you believe is a superpower?; Chapter - 24: Would you prefer your brand to be seen as the most stylish of its peers or the most thoughtful?; Chapter - 25: Who or what is your brand’s nemesis?

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Book SynopsisKevin Green, Chartered CCIPD, is a non-executive director and strategic advisor to six fast growth human capital businesses. Prior to this, he was the Chief Executive of the Recruitment and Employment Confederation (REC), the HR Director at Royal Mail and founder and Managing Director of Qtab, a leading HR consultancy who advised organizations including First Choice, Unilever, Bae Systems and the UK Cabinet Office.Trade Review"One of the most important and accessible HR books of the year." * People Management *"The importance of a forward-thinking, comprehensive people strategy to underpin our business strategies has never been more important. Kevin lends his experience and insights from many years as a business and HR leader to provide challenge as well as great practical advice on all aspects of people strategy, and the innovations needed in HR practices to help people and organisations to thrive in a fast-changing future." * Peter Cheese, Chief Executive, CIPD *"This book is an "A to Z" for HR professionals. It offers an all-encompassing approach which shows how joined up thinking in relation to people can lead to business success. Confronting and energizing in equal measure." * Alison Hodgson VP People Virgin Media Ireland *"In this book, Kevin brings a unique perspective to the strategic opportunities organisations can achieve through their people. Providing insight and direction not just for people practitioners, but for anyone leading an organisation who has questions about how to better drive performance and productivity." * Neil Morrison, Director of HR, Severn Trent *"A must-read book for all leaders, articulating the steps to creating a competitive people strategy for commercial and ultimately broader societal good. AI is changing the face of work, creating more flexibility and a greater ease of removing the mundane, but there is a heightened need for creativity, innovation and intuition, which can only come from an engaged, energised and committed workforce." * Helen Pitcher OBE, Chairman of Advanced Boardroom Excellence, President INSEAD Directors Network, NED and Remuneration Committee Chair C&C Group PLC, Chairman Criminal Cases Review Commission *"Kevin clearly outlines the importance of driving a coherent strategy in order to compete in an increasingly difficult labour market - where a business cannot be afraid to self-disrupt and diversify their offerings if they are to thrive, attract and retain talent. People and effective use of technology are at the heart of this and Competitive People Strategy underscores the all-too-common pitfalls to avoid and the real commercial and social upside of getting this right."" * Bill Richards, UK Managing Director, Indeed *"An insightful and engaging look at the role people play in the success of businesses, especially if they are motivated, organised, and utilised in the right ways. Kevin talks from a position of authority having spent a lifetime in this arena, both as a CEO, HRD and also as a thought leader and change agent. A great read!" * Chris Moore, Chairman, Recruitment and Employment Confederation *"At a time when the workforce is becoming more dispersed, remote and diverse, building and leading communities of workers will become one of the key disciplines of 21st-century business. This book provides inspiring insights in how to implement a total talent management strategy to improve performance and retain your talent." * Denis Pennel, Managing Director, World Employment Confederation *"Kevin distils, codifies and then crafts the necessary focus on the future of work's undeniable constant: people. It's all about the people. No longer will people say "I'm not sure what to do about my people strategy" because it's all in this book. Enough guidance, enough back story and enough stimulation to just go and do it. So, if in doubt about the status of your people strategy, check in with this book and check out with Kevin's series of tools, recommendations and tactics." * Perry Timms, Author of Transformational HR *"Kevin has written a book that acts as a field guide for the changing times we live in. Getting and retaining the right talent has never been more challenging and Kevin offers practical advice or business leaders that will help them navigate the ever more complex landscape of people strategy." * Matt Alder, Podcaster, The Recruiting Future Podcast and co-author of Exceptional Talent *"The right people strategy is critical to business success. This book provides an invaluable insight into why this is the case and the thinking and approaches that are available to businesses to get the most out of their people. It is a must-read for HR Directors and CEO's alike." * Martin Hesketh, CEO, Brookson Ltd. *"In this book, strategy meets people in a mix of practical steps and guided learning which will supercharge your approach to leadership and talent. Kevin brings a wealth of experience to the alignment of your employee experience to enable you to achieve your business outcomes. A must-read for all people-centric leaders." * Aaron Alburey, Founder and CEO, Lace Partners *"This book is a great and pragmatic read which responds to the issues organizations are confronted with. Kevin makes astute observations together with practical tools to assist with the ever-growing number of workplace challenges. This is not a boring corporate HR read - Kevin has solicited views, opinions and offers a practical set of solutions for HR professionals to raise their game and continue to integrate HR plans with the business strategy." * Jacky Simmonds, Group Chief People Officer, Veon PLC *"This book provides many practical tips to help HR practitioners link their work to their business strategy and build a differentiated approach that creates competitive advantage through their people. I have personally benefited from using the Three Key Questions." * Quintin Heath, HRD, AB Sugar *"A powerful toolkit and an inspiring read for anyone looking to scale their organisation via their people." * Terence Mauri, Inc. Magazine Writer and bestselling author of The Leader’s Mindset *"This is an excellent book for any leader who wants to achieve superior business results while also building a great place to work. It's full of sound business advice and practical ideas of how to get the best from your people." * Steve Ingham, Group Ceo, Page Group Plc *"This is a great book for those looking to give their people strategy an edge, whether they are a CEO or HRD. It's an easy read, very accessible and clearly articulates its key point that the most valuable people strategy is not one based on best practice, but rather one that puts a focus on a doing things differently. Kevin Green's refreshing message is essentially "find a small number of things that can authentically set your organisation apart from the rest, and do them brilliantly." * Ralph Tribe, Chief People Officer, Ascential PLC *"It is a cliché, but nevertheless true, that there is a war for talent. Kevin Green has been in the trenches of that war for longer than most. He is also a clear and entertaining communicator, so his opinions are well worth reading." * Calum Chase, Author of Surviving AI *"Kevin is an HR professional with a difference - In his book he debunks the myth that all leaders should be extrovert salesmen and explains how to pull together the component parts of successful people strategy - all leaders of people should take note." * Mark Palmer, CEO, Gobeyond Partners UK *"People, culture and organisational design are critical to understand when making investment decisions. Getting it right or wrong can, and so often does, define an investment outcome. This book shows leaders how great people engagement can achieve superior business returns." * Dawn Marriott Sims, Partner, Hg *"Winning in business is all about creating a competitive edge, and in Kevin's book he succinctly defines how to do this. He also takes us through how leaders should deal with the changes occurring in the modern workforce. This book explains how leaders can attract, motivate, engage and retain their talent. It's a must-read." * Peter Searle, Executive Chairman, Airswift PLC *"In Competitive People Strategy Kevin Green brings HR kicking and screaming into the 21st century - and shows every HR and business leader how to compete and win in the midst of the fourth Industrial revolution." * Colin Donnery, General Manager, FRS Recruitment *"Kevin has cracked the code, successfully smashing the disciplines of business strategy and people management together, which is where they have always truly belonged. He provides a cogent formula across the entire people and organizational performance lifecycle, creating a timely call to arms and a practical pathway for leaders and change agents around the globe to create a far greater impact." * Steve Bernard, Founder and Managing Director, Connectwell *"A great mix of theory, research and practical insight wrapped into a practical guide of how to make it happen. The comprehensive range of subjects covered coupled with the applied approach would benefit leaders in smaller companies as well as presenting HR professionals in larger organizations a guide on how to lead the people agenda." * Simon Conington, Founder and CEO, BPS World Ltd. *Table of Contents Chapter - 01: Why a Competitive People Strategy matters; Chapter - 02: Strategy — how to compete and win; Chapter - 03: Building a differentiated people strategy; Chapter - 04: Leaders everywhere; Chapter - 05: Developing a winning culture; Chapter - 06: Talent attraction; Chapter - 07: Employee experience; Chapter - 08: Change and transformation; Chapter - 09: Great people management; Chapter - 10: Developing the people function

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Book SynopsisSean Pillot de Chenecey is a marketing expert, who for over 20 years has combined brand consultancy with ethnographic activity and trend research around the world. His clients have included Unilever, Swatch, Heineken, Diageo, General Motors, Beiersdorf, AXA, Vodafone, Comptoir des Cotonniers, Muller, GlaxoSmithKline, Visa, Granarolo and Starwood; and he's collaborated with numerous advertising, branding, design, media and PR agencies. He is a university lecturer and has written for Admap, Brand Strategy, Contagious, Dazed and Marketing. A public speaker, he's given speeches for over a decade in Asia, Europe, Africa, the Middle East and North America.Trade Review"Don't try to hide from the future - it will be here sooner than you think. And when it arrives, you'd better be prepared! Start by reading Influencers & Revolutionaries. And then shape your future." * Carsten Beck, Director of Research, The Copenhagen Institute for Futures Studies *"Influencers & Revolutionaries covers a life where progress depends on "good business" becoming a real way of operating and not just a PR strategy. It will serve not just business people but also policymakers and activists." * Thomas Coombes, Head of Brand, Amnesty International *"Sean Pillot de Chenecey's previous publication examined the phenomenon of the post-truth world. His compelling new book analyses its consequences. Marketers, retailers, innovators, communicators, engineers, travellers, urban planners, venture capitalists and entertainers will all be inspired by this thought-provoking and immensely readable book." * Julian Boulding, President, The Network One *"This book is thought-provoking and refreshing. It highlights critical catalysts, specifically the climate crisis, which remain little understood at the most senior levels of industry sectors facing disruption." * Joanna Catalano, President, Dentsu Aegis Network, Asia Pacific *"Sean Pillot de Chenecey has rescued the concepts of innovation and disruption from becoming meaningless jargon and empty clichés. Influencers & Revolutionaries provides an in-depth understanding of the dynamics transforming businesses globally and across sectors. This book is indispensable." * Michael Cohen, President, Michael Cohen Group, NYC *"This book provides a critical compass for innovation in a period of profoundly needed ecological transformation. Sean Pillot de Chenecey weaves compelling examples of innovation across a wide range of sectors to powerfully demonstrate how socio-ecological concerns and innovation can be fundamentally aligned. A must-read for anybody who wants to be part of the "solution generation" in the decade to come." * Carole Collet, Professor for Sustainable Futures, Central Saint Martins UAL *"The genesis of many great start-ups is the desire to challenge the status quo. Sean Pillot de Chenecey's new book helps you understand the power of disruption to change the world. It should be standard reading for all aspiring entrepreneurs." * Scott Goodson, Founder and Chairman, Strawberry Frog *"A smart read for tumultuous times. Sean Pillot de Chenecey deftly navigates today's new business climate and its disruptive trends, with insights and tangible solutions. Amazingly timely." * Lucie Greene, Founder, Light Years *"Influencers & Revolutionaries is full of signposts to possible futures in tourism, health, fashion, entertainment, transport and more. Sean Pillot de Chenecey's is a singular voice in the often-contradictory worlds of innovation, marketing and consumption; and his refreshing forthright prose is the next best thing to hearing him give a speech." * Ben Hughes, Professor, Beijing Institute of Technology *"Companies have arguably never faced such urgency in being able to change as fast as the culture they operate in. Sean Pillot de Chenecey's book is an inspirational and, most importantly, useful map to why and how change is occurring in the world and how businesses are responding - and need to respond. It's a call to arms." * Gareth Kay, Founding Partner, Chapter *Table of Contents Chapter - 00: Introduction; Chapter - 01: Classic innovation theory and current leading-edge thinking; Chapter - 02: The disruptors disrupted. What next for adland?; Chapter - 03: The future of retail and the future home; Chapter - 04: How the food and drink industries leverage catalytic trends; Chapter - 05: The wellness economy meets the lifestyle industry; Chapter - 06: Smart cities, the IoT and connected living; Chapter - 07: Intelligent and sustainable – a new era of tourism and mobility; Chapter - 08: The transformation of entertainment by technology, experiences and personalization; Chapter - 09: The future of work – goodbye to certainty and stability. Hello to Industry 4.0; Chapter - 10: Fintech and insurtech, and the battle of choice vs privacy; Chapter - 11: Summary – The Influencers and Revolutionaries Innovation Manifesto; Chapter - 12: References and further reading; Chapter - 13: Index

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Book SynopsisFew organizations can afford all the specialized expertise and technology they need to respond nimbly to emerging needs, regardless of the type of clients they serve. As market demands grow increasingly complex and resources are strained, strategic alliances and joint ventures are becoming business as usual--not only within business sectors, but between them as well. When these alliances succeed, they open up whole new worlds for the participating partners: new products and services, new markets, access to resources, smarter ways of doing things. Building Strategic Relationships shows how successful alliances are launched, developed, and concluded--within the corporate world and between corporate entities and government or nonprofit institutions. The authors draw from more than two hundred interviews and seventy-five case studies of varied partnerships--including a customer-supplier alliance between a newspaper publisher and a newsprint supplier, a joint venture between aTable of ContentsTHRIVING IN AN INTERDEPENDENT WORLD. The Growing Need for Collaboration. The Nature of Effective Partnership. HOW PARTNERSHIPS GROW AND DEVELOP. Courtship and Commitment: Making a Good Match. Day-to-Day Relationship: Translating Vision Into Value. Transformation: Changing the Relationship or Parting Amicably. PARTNERSHIPS IN PRACTICE. Lesher Communications and Norpac: A Supplier-Customer Partnership. Arthur Andersen and the Alameda School System: A Public/Private Collaboration. The Council for Continuous Improvement: A Multi-Industry, Multi-Sector Consortium. WHAT SUCCESSFUL PARTNERSHIP REQUIRES. The Partnership Covenant. Building a Foundation for Mutual Trust. Resource: Partnership Readiness Questionnaire.

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Book SynopsisThis work is volume two of a three-volume set in which George Morrisey shares his experience and expertise about the process of strategic thinking, tactical planning, and strategic planning processes that has guided organizational planners over the years.Table of ContentsIntroduction to the Series. How Do You Make Your Future a Reality? The Reat of the Strategic Planning Story. Who Are Your Long-Range Planners? What's Your Focus? Determining Your Key Strategy Areas. What's Important? Identifying and Analyzing Your Critical Strategic Issues. What Should Be Your Future Positions? Determining Your Long-Term Objectives. How Will You Reach Your Future Positions? Preparing Your Strategic Action Plans. How Will You Know Where You Are? Reviewing and Modifying Your Strategic Plan. How Does Your Strategic Plan Come Together?

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Book SynopsisWith a foreword by Tom Peters, in this title management consultants Nicholas Imparato and Oren Harari connect the big picture of our changing civilizations with the specific practical actions that managers have to take to produce results today.Trade Review"If I were to recommAnd that my managers read just one business book this year, Jumping the Curve would be it. The authors' historical analysis offers a fresh perspective on the challenges facing business today. And for anyone who wants to stay on the cutting edge, their insights on innovation and their advice on how to "look a customer ahead" show exactly what needs to be done on Monday morning." --Charles R. Schwab, chairman and CEO, The Charles Shwab Corporation "A must read. Captures the guiding principles that drive business success: an orientation toward creative vigilance, an understanding of the need for unified consistency, and most importantly, a realization that customers define satisfaction." --Paul J. Orfalea, founder and chairperson, Kinko's Copy Centers "A great guidebook for those who have discovered that the world has changed overnight. The recommAndation to build the organization around the software and the software around the customer provides insights every manager should ponder." --Paul Saffo, director, Institute for the FutureTable of ContentsPart One: Straddling Two Worlds: The Familiar and the Unknown. 1. We've Been Here Before: Historic Parallels to Our Tumultuous Age. 2. Turning Point: The World Has Never Been So Awake. 3. Rising to the Occasion: New Roles for New Times. Part Two: Making the Leap: Strategic Choices for the Emerging Epoch. 4. The Innovation Imperative. 5. Practicing Creative Destruction. 6. The Intelligence Imperative. 7. Growing the Smart Organization. 8. The Coherence Imperative. 9. Linking Success to Values and Ideals. 10. The Responsibility Imperative. 11. Guaranteeing That the Customer Is Final Arbiter. Epilogue: Choosing Our Destiny.

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Book SynopsisWith escalating demands upon research and assessment growing morevaried, surveys are now used to assess and drive organizationalchange by examining company performance, customer and employeesatisfaction, empowerment, and key aspects of corporateculture. With Organizational Surveys, you''ll learn how to: * Drive change with surveys * Use 360* feedback * Set expectations of results * Deal with ethical concerns * Facilitate feedback, action-planning, and follow-through . . .and much more! No other book approaches this collection''s range and specificity,or its emphasis on actual practice in organizations. It''s yourindispensible toolbox for assessment and change!Table of ContentsForeward: Manuel London. PURPOSES AND USES. 1. Organizational Surveys: Tools for Assessment and Research. 2. The Organizational Survey as an Intervention for Change. 3. The Role of Surveys in Transforming Culture: Data, Knowledge,and Action. 4. Driving Change Through Surveys: Aligning Employees, Customers,and Other Key Stakeholders. 5. Multisource (360-Degree) Feedback: Surveys for Individual andOrganizational Development. THE SURVEY PROCESS. 6. Planning and Conductiing the Survey: Keeping Strategic Purposein Mind. 7. Setting Expectaions and Reporting Results: Conversations withTop Management. 8. Dealing with the Data: Collection, Process, and Analysis. 9. Applying Alternative Survey Methods. 10. Feedback, Action Planning, and Follow-Through. SPECIAL APPLICATIONS. 11. Life in the Consortium: The Mayflower Group. 12. The Multinational Opinion Survey. 13. Linking Survey Results to Customer Satisfaction and BusinessPerformance. 14. Federal Government Surveys: Recent Practices and FutureDirections. 15. Ethical Concerns and Organizational Surveys.

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Book SynopsisThis work shows how companies can develop fluid networks and relationships so that they can respond quickly to market opportunities by forming collaborations, with other companies. It shows why companies should start building alliances in order to survive.Table of Contents1. The Magic Number. 2. The Advantages of Joining the Power of Two Movement. 3. An Overview of the Alliance Process. 4. Leveraged Networks. 5. The Alliance Champion. 6. Allaince Analysis. 7. Cocreating Business Oppotunities. 8. Rules of Engagement. 9. Trust. 10. Cultural Criteria. 11. The Future of Alliances.

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Book SynopsisLet the Center for Creative Leadership show you how you can dramatically improve your leadership abilities in today''s business environment. Based on years of specialized research, The Leader''s Edge outlines six distinct creative leadership skills that, while not traditionally associated with management development, have, nevertheless, proven to be essential to modern business leadership. Here, the book''s authors deliver compelling lessons in paying attention, personalizing, imaging, serious play, collaborative inquiry, and crafting -- all competencies that modern leaders should master. They also outline activities for real-world implementation, provide case examples, and suggest ways to avoid common mistakes. A wealth of self-reflections and tools helps ensure your rapid progress.Table of ContentsPreface. Acknowledgments. The Authors. Introduction: Navigating Complex Challenges. 1. Paying Attention. Shifting Between Modes of Attention. Understanding Left-Mode and Right-Mode Attention. Using Kinesthetic Attention. Paying Attention to Negative Space. Asking Powerful Questions. Developing the Competency of Paying Attention. Cautions. 2. Personalizing. Learning Begins with the Personal Connection. Practicing Assessment for Development (A4D). Practicing Exploration for Development (E4D). Tapping Into Your Passion. Knowing When to Let Go of Your Personal Side. Developing the Competency of Personalizing. Cautions. 3. Imaging. Making Imagination Tangible. Seeing Organizational Vision in a New Light. Exploring Scenarios. Making and Using Metaphors. Making Poetry in the Face of Complexity. Developing the Competency of Imaging. Cautions. 4. Serious Play. Play Enhances Learning amid Turbulence. Play Is a Community Activity. Play Is the Heart of Science and Technology. Developing the Competency of Serious Play. Cautions. 5. Co-Inquiry. Building Creative Leadership Communities. Creating Spaces for Group Work. Conducting Dialogue. Putting Something in the Middle. Crossing Boundaries. Developing the Competency of Co-Inquiry. Cautions. 6. Crafting. Thinking in Wholes. Crafting Decisions. Building Scaffolds for Learning. Developing Leadership as Science and as Art. Learning from Artists. Developing the Competency of Crafting. Cautions. 7. Creative Leadership in Action. Case Study 1: Task Force Collaboration. Case Study 2: Leadership in New Media. Case Study 3: Individual Leadership Coaching. Case Study 4: Creative Product Innovation. Case Study 5: Executive Interdependence. Case Study 6: Inventing a New Manufacturing Paradigm. Appendix A: The Leading Creatively Program. Appendix B: Our Research Methods. Appendix C: A Reflective Assessment of C2 Competencies: Competencies for Making Sense of Complex Challenges. Appendix D: The ORC Star-Mapping Process. Notes. Bibliography. Index. About the Center for Creative Leadership.

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Book SynopsisThe next--step book for managers who are charged with implementing their company?s strategies. In this hands--on book, Timothy J. Galpin outlines the steps managers need to take so they can confidently implement corporate strategy within their departments and divisions and throughout their organizations.Trade Review"Galpin has zeroed in on one of the toughest challenges facing business management today: how to implement what has been planned. Making Strategy Work offers practical recommendations for converting plans to practice by focusing on key influence systems." -Len Farano, quality management director, Citibank, N.A. "Galpin's book is necessary reading for executives aiming their corporations toward successful strategic change. His twelve influence systems identify the core elements of effecting change in today's corporation, and explain the dynamic between management process and employee behavior." -Jess Wilson, director of planning, Gap Inc. "After many frustrating years of trying to implement strategic change, I finally found, in Tim Galpin's book, a framework that can ensure success. I have already introduced his influence systems into our organization and am confident it will make us more successful in this extremely competitive world." -Jack Beal, human resources vice president, ARCO Products Company "Tim Galpin's analysis of the need for a systematic, integrated approach to realigning existing organizational influence systems with newly adopted business strategies should be required reading for all corporate executives." -Richard G. Evans, executive vice president, Green Tree Financial Corporation "In order for strategy to come to life in an organization, the leaders who must make it happen must also create it and take ownership of it. Strategy discussions need to be part of the agenda at monthly staff meetings and the results have to be tied to tangible rewards. Tim Galpin's useful book offers keen insights on how to do just that." -Edna Morris, president, Quincy's Family SteakhousesTable of Contentsxi. Walter R. Young Part One: From Strategic Planning to Sustainable Growth: The Making Strategy Work Model 1. Strategy Easier Set Than Done Strategic Trends- The Impact of Strategy Setting on Implementation Approaches Do Not Work- The Making Strategy Work Model-- Conclusion 2. Strategy Implementation: A Pattern Emerges Utilizing the Influence Systems- Applying Integrated Sets of Influence Systems- The Results Speak for Themselves- Conclusion Part Two: Realignment and Implementation: A Project Approach 3. Getting Organized and Establishing the Project Project Flow: Six Stages- Project Management- Project Structure- Project Tasks- Project Tracking- Conclusion 4. Clarifying the Business Strategy The Strategy Clarification Team- The Strategy Clarification Process- Implications of Growth Strategies- Conclusion 5. Determining the Necessary Competencies and Behaviors Focusing on Behaviors in Strategy Implementation- The Concept of Competencies- Company-Wide Core Competencies- Tiered Competencies-Conclusion 6. Redesigning the Influence Systems Assessing the Influence Systems-Setting Organizational Alignment Priorities-Alignment Task Forces- Conclusion 7. Comparing Yourself to Others Benchmarking or Best Practices?- The Basic Steps of Benchmarking and Best Practices-Avoiding Benchmarking and Best Practices Pitfalls- Alternative Sources of Information- Conclusion 8. Developing Redesign Recommendations and Implementing the Redesigned Influence Systems Developing the Redesign Recommendations- Implementing the Redesign Influence Systems- Conclusion 9. Measuring the Impact and Redefining the Process Value Versus Efficiency- Beyond Employee Satisfaction- Building Accountability- Course Corrections- Conclusion 10. Putting It All Together Can We Start in the Middle?- It Won't Happen Overnight- Bigger Is Not Better- Common Mistakes- Key Success Factors- Conclusion Appendix A: Advisory Team Guidebook Appendix B: Core Team Guidebook Appendix C: Alignment Task Forces Guidebook

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Book SynopsisOffers a look into the options available for nonprofit organizations considering consolidation as a strategic tool to enhance organizational effectiveness.Trade Review"At a time when nonprofits are developing strategic alliances at a record pace, Jane Arsenault provides a clear, straightforward road map for pursuing a variety of such alliances. Her sensitivity to the importance of corporate culture and the presentation of numerous structural options contributes to a better understanding of this important subject. Arsenault's work is instructive to both nonprofit leaders pursuing such alliances and academicians who study their development." (John A. Yankey, Leonard W. Mayo Professor, Mandel Center for Nonprofit Organizations, Case Western Reserve University) "This book is a 'must-read' for any nonprofit CEO or board member today and beyond. In an easy-to-read, well-organized format, it takes the reader step by step through the intricate process of forming alliances in the nonprofit sector. It explores how to best harness the power of corporate structure in keeping with the values and missions of the nonprofit. I have been wishing for such a book for years, and here it is!" (David S. Lauterbach, president and chief executive officer, Kent County Mental Health Center) "Forging Nonprofit Alliances gives me exactly the kind of help I seek: engaging, real-life examples; clear, illustrative graphs and charts; comprehensive bibliography; and practical suggestions." (Analee Wulfkuhle, chief executive officer, Old Colony Hospice)Table of ContentsWHEN MISSION MATTERS MOST. Discovering Strategic Opportunities. Preparing for Organizational Change. UNDERSTANDING ALLIANCE OPTIONS. Joint Ventures and Partnerships. Management Service Organizations. Parent Corporations. Mergers. NEGOTIATING AND IMPLEMENTING AGREEMENTS. Conducting Exploratory Negotiations with Possible Partners. Negotiating a Formal Agreement. Designing the New Governance Structure. Integrating Corporate Cultures. Finalizing Definitive Agreements and Planning the Transition. Resources. A. The MacMillan Matrix. B. Outline for a Request for Proposals: Partner Search. C. Worksheet for Constructing a Response Policy. D. Sample Letter of Intent. E. Focus Group Questions.

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Book SynopsisHere, authors Lisa Friedman and Herman Gyr, internationallyrespected organizational change consultants, define the DynamicEnterprise as one whose people can look into the future, see thebig picture, and create the right changes. Friedman and Gyr describe how the Dynamic Enterprise empowers itspeople to build clear, collaborative strategies and translate theminto action. And they present tools and strategies for makingcritical decisions in the midst of chaos, as well as for creatingan environment that enables people to effect coordinated change atevery organizational level. This comprehensive guide presents a compelling, integrated changemodel--The Enterprise Development framework--that can be used witha wide range of change initiatives such as strategic businessplanning, organization, redesign, new technology integration,culture change, team building, and leadership development. The Dynamic Enterprise offers common-sense models and specificguidance that leadeTrade Review"Compelling, thoughtful, and pragmatic, The Dynamic Enterpriseoffers a holistic and integrated approach to organizational change.A must read for any leader intent on building a successfulenterprise." --Ian Dean, director, Groman Consulting Group, SouthAfrica "Thriving in our ever-changing world requires clear thinking and ateam focus. Friedman and Gyr provide tools based on practicalexperiences to help executives and change agents rise to thechallenge of creating organizations that are responsive to andcapitalize on change." --Wayne Moon, chairman and CEO, Blue Shieldof California "The Dynamic Enterprise convinced me that everyone in the companyneeds a working knowledge of strategy and change?and that they canget it." --Cheryl Van, vice president, human resources, VisaInternational "The Enterprise Development Framework explained in this book wasthe key tool we used in driving our company to the highest level oforganizational excellence so far attained in the corporation'sworldwide Signature of Quality Program. It is comprehensive yetsimple to use and will make a significant difference in anyorganization." --Godofredo R. Rodriguez, president and managingdirector, Johnson & Johnson, Philippines "People are the drivers of today's competitive business advantages.Like never before, organizations need human resource leaders toformulate and communicate clear meaning and direction in a changingworkplace. The Dynamic Enterprise is a guide for turninguncertainty into strategic success." --Michael R. Losey, presidentand CEO, Society for Human Resource Management "The Dynamic Enterprise is full of simple yet powerful tools forthriving and growing in today's global businessenvironment?particularly useful for those working on making afundamental strategic shift." --J. S. Leggate, business unitleader, Sector North Sea, British Petroleum ExplorationTable of ContentsPrefaceThe AuthorsPrologue: The Gift of Perspective Part One: Facing Chaos 1. Exponential Change and the New Business Environment 2. Leveraging Chaos: The Dynamic Enterprise Part Two: From Chaos to Strategy 3. An Overview of Enterprise Development 4. Seeing the Whole: The Enterprise as a Dynamic System 5. Creating a Shared Vision of the Future Enterprise 6. Understanding the Past, the Present, and the ChangeRequired 7. Understanding the Nature of Change: Business and OrganizationalLife Cycles 8. Mobilizing the Three Essential Drivers for Change Part Three: From Strategy to Performance 9. Creating the Enterprise Development Workplan

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Book SynopsisSpend some time with three of today''s most noted business pioneers and share their secrets for achieving international success. The New Global Leaders takes readers into the private worlds of Asea Brown Boveri''s Percy Barnevik, Virgin founder Richard Branson, and British Petroleum titan David Simon to provide rare and candid profiles of how these charismatic leaders have redefined organizational growth and development in the latter 20th century. The authors were granted unprecedented access to these men and the results are as fascinating as they are informative. Readers are treated to personal interviews with these very powerful and very different personalities, each of whom provides a behind-the-scenes account of how he put his company on the global map. Sharing their philosophies, visions, and strategies, they exemplify leadership in an age of rapid and relentless change and provide new models of success for our post-industrial era.Trade Review"Brilliant portraits of three exemplary global leaders with important lessons for all leaders." -Warren Bennis, professor, University of Southern California, and author, Organizing Genius "A masterful work that gives us insights into the key issues, fears, and decisions of three global leaders. The analyses, case studies, and interviews by Kets de Vries and Florent-Treacy reveal more about these men than they might have realized." -Ron Bolger, chairman, Telecom EireannTable of ContentsPreface: Role Models for Tomorrow. Introduction: Global Leadership. RICHARD BRANSON. Richard Branson: The Builder. Branson's Virgin. An Interview with Richard Branson. PERCY BARNEVIK. Percy Barnevik: The Integrator. Percy Barnevik and ABB. An Interview with Percy Barnevik. DAVID SIMON. David Simon: The Transformer. Transformational Leadership at British Petroleum. An Interview with David Simon and John Browne. Conclusion: Practices of Vanguard Companies.

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Book SynopsisA hands-on workbook to guide you through a revolutionary approach to mission-based strategic planning! In Ten Steps to Fundraising Success, two of the country''s leading fundraising experts Mal Warwick and Stephen Hitchcock show you how to implement a fundraising strategy that goes beyond simply raising money to meet your organization''s financial requirements. Step-by-step, Warwick and Hitchcock show you how to develop a mission-driven fundraising strategy that is based on Warwick''s highly successful Five Strategies approach. The workbook and CD-ROM -- which can be used independently or in conjunction with The Five Strategies for Fundraising Success -- offer you the additional advantages of electing and crafting your own strategic plans right on the page, and analyzing the results.Trade Review"Fundraising success comes when you pick one fundraising strategy and pursue it with single-minded determination." (New Directions in Philanthropy, 1/02)Table of ContentsFigure, Tables, and Exercises. Acknowledgments. About the Authors. Introduction: Before You Take Your First Step. Step One: Assess Your Organization's Current Fundraising Efforts. Step Two: Assess the Fundraising Strengths and Weaknesses of Your Board Members and Staff. Step Three: Assemble the Team to Select the Best Fundraising Strategy. Step Four: Weigh the Costs and Benefits of the Five Strategies for Fundraising Success. Step Five: Choose the Fundraising Strategy That's Right for Your Organization's Mission. Step Six: Set Fundraising Goals That Support Your Fundraising Strategy. Step Seven: Turn Fundraising Goals into Achievable Objectives. Step Eight: Choose the Right Tactics for Your Fundraising Strategy and Goals. Step Nine: Create a Master Calendar and Keep on Track. Step Ten: Measure Your Organization's Progress. Glossary of Key Terms. How to Use the CD-ROM.

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Book SynopsisDealing with corporate level organization design, this book aims to help managers wrestling with multiple reporting dimensions, decentralization and cross unit co ordination.Trade Review"A few minutes spent thinking about one's own company, using the Goold and Campbell principles, can be very illuminating. At its best, it will lead to real insights about how to reorganise the company. And at the very worst, you can have hours of fun applying the redundant hierarchy test to your colleagues." (Financial Times, 9 May 2002) "...There are several ways to rebuild the country manager's role, as Michael Goold, of Britain's Ashridge Strategic Management Centre, argues in a new book...the main thing is to define the scope of the job clearly..." (Economist, 10 May 2002)Table of Contents1. Structured Networks. 2. The Fit Drivers and Tests. 3. The Good Design Principles and Tests. 4. Simple and Complex Structures. 5. A Taxonomy of Unit Roles. 6. Parenting in Complex Structures. 7. An Overview of the Design Process. 8. Using the Tests. 9. The Design Process in Detail. 10. Twenty-first Century Organizations.

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Book SynopsisA Definitive Overview of Peter Drucker''s Contributions to Management Flaherty has accomplished the impossible: making a systematic thinker out of me. I am particularly impressed by his skill in balancing chronology and themes, and that over a sixty-year time span. I have learned a great deal about my work from this book. Peter F. Drucker Peter F. Drucker is the organizational thought leader of the twentieth century. For the sake of our economy, our community, and our society, every citizen needs to be familiar with his work. John Flaherty''s book is both an intellectual adventure and a practical guide to Peter Drucker''s thinking. Peter Drucker: Shaping the Managerial Mind should be in the book bag of everyone hoping to lead change or build an effective organization. Frances Hesselbein, chairman of the board, The Peter F. Drucker Foundation for Nonprofit Management At last! This much-needed comprehensive review of Drucker''s thTable of ContentsPreface 1 Introduction 1 2 Formative Years 5 Part 1 Discovering Modern Management 3 The End of Economic Man 19 4 The Future of Industrial Man 30 5 Concept of the Corporation 52 6 Establishing the Fundamentals 72 Part 2 On Strategy and Entrepreneurship 7 Managing Change 99 8 The Entrepreneurial Process 118 9 Investing in Change 138 10 Strategies for the Transitional Business 159 11 Tactics and Transformation 189 Part 3 On Executive Effectiveness 12 Managing in the Knowledge Society 227 13 Approaches to Effectiveness 248 14 Leadership and the Job of the Executive 271 15 Contribution, Commitment, and Concentration 292 16 Time, Strengths, and Communication 321 17 The Decision-Making Process 347 Conclusion 373 Notes 385 Published Work of Peter Drucker 407 Bibliography 415 The Author 421 Index 423

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Book SynopsisOn Creativity, Innovation, and Renewal features the best thinking from top experts on strategic innovation, sparking creativity, and transforming organizations. Written in a concise style that is ideal for the busy executive with little spare time, the book presents a stellar roster of contributors. On Creativity, Innovation, and Renewal is one title in the Leader to Leader Guides, which draw from the most compelling articles that have appeared in Leader to Leader, the Drucker Foundation''s award-winning journal.Table of ContentsIntroduction. About the Editors. 1. When the Role Is Called in 2010 (Frances Hesselbein). 2. Innovation: The New Route to New Wealth (Gary Hamel and Peter Skarzynski). 3. The Spice of Life (An Interview with Stephen Jay Gould). 4. Gene Politics and the Natural Selection of Leaders (Nigel Nicholson). 5. The Growth Imperative (Noel Tichy). 6. How Managers Can Spark Creativity (Dorothy Leonard and Walter Swap). 7. The Business Case for Passion (An Interview with Randy Komisar). 8. Sustaining the Ecology of Knowledge (John Seely Brown). 9. Making the Leap to Internet Time (Patricia B. Seybold). 10. The Residue of Leadership: Why Ambition Matters (James Champy). 11. The Challenge of Strategic Innovation (Costas Markides). 12. The New Merchants of Light (Harriet Rubin). Index.

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Book SynopsisOn High-Performance Organizations features the best thinking from top experts on organizational effectiveness, sustaining growth, and strategy. Written in a concise style that is ideal for the busy executive with little spare time, the book presents a stellar roster of contributors. On High-Performance Organizations is one title in the Leader to Leader Guides, which draw from the most compelling articles that have appeared in Leader to Leader, the Drucker Foundation''s award-winning journal.Table of ContentsIntroduction. About the Editors. 1. Putting One's House in Order (Frances Hesselbein). 2. High Reliability: The Power of Mindfulness (Karl Weick and Kathleen Sutcliffe, with David Obstfeld). 3. The Marketing of Leadership (Philip Kotler). 4. The View from a Cubicle (An Interview with Scott Adams). 5. Economically Correct Leadership (James O'Toole, Bruce Pasternack, and Jeffrey W. Bennett). 6. Laws of the Jungle and the New Laws of Business (Richard Tanner Pascale). 7. Better Than Plan: Managing Beyond the Budget (Douglas K. Smith). 8. An Alternative to Hierarchy (Gifford Pinchot). 9. A Passion for the Business (An Interview with Jacques Nasser). 10. Strategic Generosity (Leonard L. Berry). 11. Creating Your Next Business Model (Adrian Slywotzky). 12. Principles for Partnership (James E. Austin). 13. Leadership in a Virtual World (Deborah L. Duarte and Nancy Tennant Snyder). Index.

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Book SynopsisIn Breakaway, entrepreneurial businessman Charles Fred presents a revolutionary performance model that helps your company break away from the competition. He offers a new approach to organizational learning that will dramatically speed up the learning process and help any company save on their two most valuable resources-time and money. Breakaway provides the critical information you need for hastening the moment when each worker in your organization can convert knowledge into action to provide value to the customer, and increase the bottom line.Table of ContentsAcknowledgments. The Author. INTRODUCTION: The Breakaway. CHAPTER ONE: The Intersection of Speed and Expertise. The Need for Speed. Speed to Proficiency. CHAPTER TWO: Three New Rules for a New World. Linking Development to Delivery of Value. Accumulating Experience. Focusing on Speed. The Three New Rules. The Challenge. CHAPTER THREE: Rule 1: Establish the Proficiency Threshold. Delivering on the Promise to Customers. What Is the Proficiency Threshold? Threshold Proficiency in Action. Threshold Proficiency and the Value Chain. Threshold Proficiency and the Back Office. Initiating the Breakaway. CHAPTER FOUR: Rule 2: Accelerate the Accumulation of Experience. How People Really Learn. The Four Phases of Learning. Accumulation of Experience Left to Chance. Managing the Accumulation of Experience. CHAPTER FIVE: Rule 3: Measure the Cycle Time to Threshold Proficiency. A New Metric of Human Development. Measuring the Proficiency Rate. Revisiting the Learning Curve. Redefining the Learning Curve. The Partners of Starbucks. Staying Grounded. CHAPTER SIX: Putting It All Together: Orchestrating the Breakaway. Two Companies, Two Styles. Six Themes for Speed. The Breakaway. CHAPTER SEVEN: The Leadership Agenda: Taking People from Where They Are to Where They Need to Be-Fast. Creating the Obsession. Leading the Net Generation. Attracting the Free Agent Worker. Bringing Innovation to the Development of People. Leading the Breakaway. Notes. Index.

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Book SynopsisWired for Good is a nuts-and-bolts guide to strategic technology planning for nonprofit organizationsno matter how large or small. This book leads nonprofits through a planning process that will help them align their technology use with their mission and strategic goals, determine what the appropriate technology tools are to meet those goals, and how the technology will be implemented and supported over time. This essential guide also shows how to win support for a strategic technology plan within an organization, evaluate a plan''s effectiveness, and help staff and other stakeholders adapt to the changes new technology will bring about. Wired for Good shows nonprofit professionals how to Get their organization ready for the strategic technology planning process Dispel the myths surrounding technology planning Understand the benefits of strategic technology planning Overcome organizational resistance to strategic technology planTable of ContentsPreface xv The Author xxiii PART 1 GETTING STARTED 1 Understanding Technology Planning 3 Figure 1.1 Technology Plan Pyramid 4 2 Planning and the Technology Implementation Cycle 8 Figure 2.1 Technology Implementation Cycle 9 Table 2.1 Total Cost of Ownership in Relationship to Actions Chosen 12 3 Assessing Organizational Readiness 14 Figure 3.1 Triangle of Constraints 17 4 Addressing Resistance 18 PART 2 PLANNING THE PLAN 5 Managing the Process 27 Worksheet 5.1 Decision Log 31 Worksheet 5.2 Actions Required (AR) Log 33 6 Building the Planning Team 38 Worksheet 6.1 Process-Responsibility Matrix 44 7 Leadership Roles and Responsibilities 46 8 Working with Consultants and Volunteers 51 PART 3 DEVELOPING YOUR TECHNOLOGY PLAN 9 Front Matter 59 Example 9.1 Cupertino Community Services: Front Matter 61 10 Background Information 62 Example 10.1 Services for Brain Injury: Background Information 64 Example 10.2 San Jose Repertory Theatre: Background Information 65 Example 10.3 Diabetes Society of Santa Clara Valley: Background Information 66 11 Business Analysis 67 Worksheet 11.1 Budget Reminder 70 Worksheet 11.2 Timeline Reminder 71 Example 11.1 Cupertino Community Services: Business Analysis 83 Example 11.2 Diabetes Society of Santa Clara Valley: Business Analysis 84 Example 11.3 San Jose Repertory Theatre: Business Analysis 85 Example 11.4 Girl Scouts of Santa Clara County: Business Analysis 87 Example 11.5 Diabetes Society of Santa Clara Valley: Business Analysis 88 12 Network Services 90 Example 12.1 Parents Helping Parents, Inc.: Network Services 100 Example 12.2 Child Care Coordinating Council of San Mateo County, Inc.: Network Services 103 Example 12.3 Hope Rehabilitation Services: Network Services 104 Example 12.4 Girl Scouts of Santa Clara County: Network Services 105 Example 12.5 Services for Brain Injury: Network Services 106 Example 12.6 Girl Scouts of Santa Clara County: Network Services 106 13 Equipment Narrative and Table 107 Example 13.1 Youth Science Institute: Equipment Table 113 Example 13.2 San Jose Repertory Theatre: Equipment Table 114 Example 13.3 Junior Achievement of the Bay Area, Inc.: Equipment Narrative 116 Example 13.4 Clara Mateo Alliance, Inc.: Equipment Narrative 116 Worksheet 13.1 Hardware Inventory: Computers 117 Worksheet 13.2 Hardware Inventory: Peripherals 118 Worksheet 13.3 Hardware Inventory: Servers 119 14 Software Narrative and Table 120 Example 14.1 Youth Science Institute: Software Table 128 Example 14.2 Cupertino Community Services: Software Table 129 Example 14.3 Cupertino Community Services: Software Narrative 130 Example 14.4 Junior Achievement of the Bay Area, Inc.: Software Narrative 131 Example 14.5 Cupertino Community Services: Software Narrative 131 Worksheet 14.1 Software Inventory 132 15 Network: LAN/WAN Narrative, Inventories, and Diagrams 133 Example 15.1 Presentation Center: LAN/WAN Narrative and Inventory 142 Example 15.2 Hope Rehabilitation Services: LAN/WAN Narrative and Diagram 143 Example 15.3 Hope Rehabilitation Services: LAN/WAN Diagram 145 Example 15.4 Child Care Coordinating Council of San Mateo County, Inc.: LAN/WAN Diagram 146 Example 15.5 Unnamed Nonprofit: Site Plan Diagram 147 Example 15.6 EMQ Children and Family Services: Site Plan Diagram 148 Worksheet 15.1 LAN/WAN Equipment Inventory 149 16 Other Technologies 150 Example 16.1 Parents Helping Parents, Inc.: Other Technologies 154 Example 16.2 American Red Cross, Santa Clara Valley Chapter: Other Technologies 154 Example 16.3 Cupertino Community Services: Other Technologies 155 Worksheet 16.1 Other Technologies Inventory 156 17 Facilities Plan 157 Example 17.1 Hope Rehabilitation Services: Facilities Plan 160 Example 17.2 Clara Mateo Alliance, Inc.: Facilities Plan 161 18 Security Plan 162 Example 18.1 Junior Achievement of the Bay Area, Inc.: Security Plan 167 Example 18.2 Parents Helping Parents, Inc.: Security Plan 168 19 Technology Support Plan 169 Example 19.1 San Jose Repertory Theatre: Technology Support Plan 174 Example 19.2 Cupertino Community Services: Technology Support Plan 176 Example 19.3 San Jose Repertory Theatre: Technology Support Plan 177 20 Training Plan 178 Example 20.1 Presentation Center: Training Plan 182 Worksheet 20.1 Training Plan Matrix 185 21 Evaluation and Continuous Improvement Strategy 186 Example 21.1 Mission Hospice, Inc.: Evaluation and Continuous Improvement Strategy 189 Example 21.2 Services for Brain Injury: Evaluation and Continuous Improvement Strategy 190 22 Acceptable Use Policy 191 Example 22.1 Junior Achievement of the Bay Area, Inc.: Acceptable Use Policy 193 Example 22.2 San Jose Repertory Theatre: Acceptable Use Policy 194 23 Budget 197 Example 23.1 San Jose Repertory Theatre: Budget 201 Example 23.2 Presentation Center: Budget 204 Worksheet 23.1 Technology Budget 205 24 Implementation Timeline 210 Example 24.1 Services for Brain Injury: Implementation Timeline 213 Example 24.2 Child Care Coordinating Council of San Mateo County, Inc.: Implementation Timeline 215 Example 24.3 Hope Rehabilitation Services: Implementation Timeline 216 25 Appendixes 217 Example 25.1 Girl Scouts of Santa Clara County: Appendix 219 Example 25.2 Parents Helping Parents, Inc.: Appendix 221 26 Preparing the Document 222 PART 4 WHAT’S NEXT? 27 Managing Organizational Change 227 28 Funding and In-Kind Donations 232 29 Revisiting the Technology Plan 237 PART 5 RESOURCES A Comprehensive Technology Plan Outline 243 B Flowchart Symbols 259 C Technology Plan Checklist 261 D Glossary of Terms 263 E Where to Go for More Information 281 Index 283

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Book SynopsisEveryday Negotiation shows how to recognize the shadow negotiation-- where the unspoken attitudes, hidden assumptions, and conflicting agendas that drive the bargaining process play out-- and how to put that knowledge to work. Originally titled The Shadow Negotiation and named by Harvard Business Review as one the Ten Best Books of 2000, this best-selling book revealed how women could master the hidden agendas that determine bargaining success. Now, the new edition, Everyday Negotiation, broadens the scope and offers the same illuminating advice for both men and women. Everyday Negotiation lays out simple steps to * Overcome acts of self-sabotage * Increase your bargaining power * Establish the terms of your advocacy and encourage a collaborative discussion * Encourage a collaborative discussion * Think about the negotiation process in a whole new wayTable of ContentsForeword by William Ury. Preface. Introduction Recognizing the Hidden Agendas in Everyday Negotiation. Part One: The Power of Advocacy: Promoting Your Interests Effectively. Chapter 1. Staying Out of Your Own Way. Chapter 2. Making Strategic Moves. Chapter 3. Resisting Challenges. Part Two: The Promise of Connection: Building a Collaborative Relationship. Chapter 4. Laying the Groundwork. Chapter 5. Engaging Your Counterpart. Chapter 6. Getting Collaboration to Work. Part Three: Putting It All Together: Balancing Advocacy and Connection. Chapter 7. Crafting Agreements. Chapter 8. Negotiating Change. Notes. Bibliography. Index. About the Authors.

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Book SynopsisGuiding the Journey to Collaborative Work Systems is a hands-on, practical guide for dealing with the challenges of designing and implementing collaboration in the workplace. People working in groups and teams, team-based organizations and networked organizations, and value chains and strategic alliances understand that effective collaboration is mandatory for success in today''s business environment. Change leaders such as organization development managers, steering committee members, design team members, line managers, and others will find this workbook an invaluable source of help, as it provides a step-by-step planning process to transform an organization to better support collaboration. Teams and groups can use the workbook to improve their collaborative processes, and elements of the workbook can be applied to a wide variety of situations where collaboration is needed. The workbook covers a broad range of topics necessary for successful change, including generating andTable of ContentsList of Figures, Tables, and Tools. Preface for the Collaborative Work Systems Series. Acknowledgments. Preface. INTRODUCTION UNDERSTAND THE STRATEGIC DESIGN PROCESS. Chapter 1: How to Use This Workbook. Rationale for the Workbook. Goals of the Workbook. Workbook Organization. Elements in Each Chapter. Practical Focus. Approaches to the Material. Content Icons. Special Terms. The Collaborative Work Systems Series. Conclusion. Resources. Chapter 2: Learn the Basics of Collaborative Work Systems. Key Question of This Chapter. Quick Look. What Is a Collaborative Work System? Types of Collaborative Work Systems. Understand the Current Organization. Select the Collaborative Work System Target. Conclusion. Keys to the Chapter. Chapter Wrap-Up. Resources. Chapter 3: Start with the Guiding Assessment. Key Question of This Chapter. Quick Look. The Strategic Design Process and Guiding Assessment. Part I: Create a Foundation for Change. Part II: Align the Organization for Collaboration. Summarize the Pressures For and Against Change. Conclusion. Keys to the Chapter. Chapter Wrap-Up. Resources. PART I: CREATE A FOUNDATION FOR CHANGE. Chapter 4: Launch the Change Leadership Team. Key Question of This Chapter. Quick Look. Launch the Change Leadership Team. Select CLT Members. Build Common Understanding. Manage Team Boundaries. Invest in Team Competencies. Manage the Meeting Process for Productivity. Conclusion. Keys to the Chapter. Chapter Wrap-Up. Resources. Chapter 5: Charter the Change Leadership Team. Key Question of This Chapter. Quick Look. The Chartering Process. Establish Team Processes. Establish Effective Sponsorship. Manage Performance. Establish Escalation Path. Recharter Annually. Conclusion. Keys to the Chapter. Chapter Wrap-Up. Resources. Chapter 6: Think Strategically About Change. Key Question of This Chapter. Quick Look. Think Strategically as Well as Tactically. Align the Strategic Change Plan with the Organization’s Overall Strategy. Create and Energize a Vision for the Change Initiative. Take a Deliberate and Disciplined Approach to Planning. Work as a Team to Create and Implement the Plan. Conclusion. Keys to the Chapter. Chapter Wrap-Up. Resources. Chapter 7: Apply Effective Change Principles. Key Question of This Chapter. Quick Look. Build a Big Picture of Change Management. Build Expertise in Strategic Change Processes. Effective Change Principles. Start from Where You Are. Generate Short-Term Wins. Minimize Critical Specifications. Plan for Resistance. Integrate with Other Change Initiatives. Do Not Create the Plan in a Vacuum. Conclusion. Keys to the Chapter. Chapter Wrap-Up. Resources. Chapter 8: Build the Business Case. Key Question of This Chapter. Quick Look. What Is the Business Case? Contents of the Business Case. Presenting to the Top Management Team. Conclusion. Keys to the Chapter. Chapter Wrap-Up. Resources. Chapter 9: Identify Needs and Assess Progress. Key Question of This Chapter. Quick Look. The Purpose and Value of Assessment. Quality of Assessment Methods. Assess Collaboration at the Organizational Level. Assess Collaboration at the Team and Group Level. Abide by Principles of Ethical Assessment. Conclusion. Keys to the Chapter. Chapter Wrap-Up. Resources. PART II: ALIGN THE ORGANIZATION FOR COLLABORATION. Chapter 10: Connect to the Environment. Key Question of This Chapter. Quick Look. What Is the Environment? Build Mechanisms to Create Awareness of the Environment. Act on Awareness of the Environment. Create Ways for All Members to Contribute. Conclusion. Keys to the Chapter. Chapter Wrap-Up. Resources. Chapter 11: Craft a Culture of Collaboration and Entrepreneurship. Key Question of This Chapter. Quick Look. What Is Culture? Why Change Culture? Identify Current Culture. Characteristics of Collaborative Culture. Align Organizational Subcultures. Characteristics of Entrepreneurial Culture. Envision Ideal Culture. Begin the Journey to Ideal Culture. Conclusion. Keys to the Chapter. Chapter Wrap-Up. Resources. Chapter 12: Understand Work Processes. Key Question of This Chapter. Quick Look. Why Focus on Work Processes? Map Work Processes. Analyze Work Processes. Understand Customer, Supplier, and Regulator Requirements. Conclusion. Keys to the Chapter. Chapter Wrap-Up. Resources. Chapter 13: Design Using an Array of Structures. Key Question of This Chapter. Quick Look. What Is Organization Structure? Use an Array of Collaborative Structures. Understand Realities That Affect Future Organization Design. Visualize Future Organization Structure. Determine Where to Start Implementation. Conclusion. Keys to the Chapter. Chapter Wrap-Up. Resources. Chapter 14: Plan Employee Empowerment. Key Question of This Chapter. Quick Look. What Is Empowerment? Identify Limits of Empowerment. Design the Empowerment Plan. Conclusion. Keys to the Chapter. Chapter Wrap-Up. Resources. Chapter 15 Define New Roles of Leaders. Key Question of This Chapter. Quick Look. What Is Collaborative Leadership? Leader Transition from Traditional to Collaborative. Define Roles of Leaders at All Levels. Identify Leader Roles to Support the Empowerment Plan. Conclusion. Keys to the Chapter. Chapter Wrap-Up. Resources. Chapter 16: Align Support Systems. Key Question of This Chapter. Quick Look. Create the Context for Collaboration with Support Systems. Use Support Systems in All Shapes and Sizes. Align Support Systems with Your Environment. Link Support Systems Development to Empowerment. Create Committees to Implement Support Systems Change. Continually Assess and Adjust Support Systems. Conclusion. Keys to the Chapter. Chapter Wrap-Up. Resources. Chapter 17: Conclusion: Working Toward the Future. Key Questions of This Chapter. Quick Look. Review of the Workbook. Create a CWS Initiative Handbook. Address Key Questions from Each Critical Success Factor Chapter. Launch into the Future. Conclusion. Keys to the Chapter. About the Series Editors. About the Authors. Index.

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Book SynopsisHow any business leader can create an atmosphere of competitiveness for exceptional growth When Ray Davis took over the local 40-person South Umpqua Bank in 1994, many people in the industry poked fun at his insistence that employees answer the phone with a cheery "World's Greatest Bank.Table of ContentsIntroduction: There is No Door Number Three 1The pursuit of relentless growth has one underlying premise: You get better or you get worse. You can’t stay the same. This book is for all companies that are tired of treading water. Part One: Prerequisites for Relentless Growth 7 1. What Business Are You Really In? 9Umpqua started to take off when we decided we were really in the retail business, not just the banking business, and started learning from successful retailers like Nordstrom. This chapter offers advice to help you discover what business you are really in. 2. Never-Ending Discipline 23Leaders need to realize that growth is not a project, not a quick fix. You must have the discipline to realize you never have it made. 3. Have Positive Passion 30Be relentless about your vision. Know what you stand for. We call ourselves The World’s Greatest Bank. It helps us stand out with our customers, but more than that, it creates positive passion within the company. 4. Snap the Rubber Band Syndrome 40Each of us has a rubber band attached to our backside, connected to tradition. This chapter offers strategies to help people overcome the pull of comfortable routines. 5. What’s Going On Behind Your Back? 49Having the right strategy is meaningless unless you can execute it flawlessly on the ground. This chapter explains how to put systems in place to inspect the execution of strategy at the lowest level. Part Two: Roles of a Leader 57 6. Support Your People—and Hold ’Em Accountable 59Leaders have many roles, but support and accountability are critical—and they go hand in hand. 7. Give Them the Power 69In the past, the leader was the guy with the answers. Today, you have to empower the people closest to the action to come up with their own answers. 8. Rise Above the Battlefield 79Leaders need to rise above the battlefield to achieve a strategic perspective on the company. I explain the tactics I use to get above the fray and—just as important—how I help the people on my executive team do this as well. 9. Explain Your Movie 87Leaders cannot delegate the job of explaining their vision for the company—what I call “this movie that’s playing in my head.” 10. Be Real 94If you can’t be yourself, you can’t lead. It’s as simple as that. Part Three: Master the Basics 101 11. Sweat the Small Stuff 103Every great company sweats the details. In this chapter, I talk about how great companies such as Disney sweat the small stuff. 12. Who Do You Want on Your Bus? 109In Good to Great, Jim Collins says that you’ve got to get the right people on the bus. I think that is exactly right. But who are the right people? 13. Keep Your Board Strong—and Informed 118Companies can’t move fast if the executive team has to drag the board of directors along with it. This chapter describes how I work with my board to keep us all aligned and on track. 14. Intangibles Matter Most 128In a service business like ours, the most important metrics measure things that are intangible. Part Four: Marketing, Marketing, Marketing 139 15. Find the Revolution Before It Finds You 141Revolutions are going on all the time in consumer preferences, in technology, in marketing, and in other areas. We do a number of things at Umpqua to find these revolutions before they overwhelm us. 16. Your Brand is You 150People don’t like faceless bureaucracies. They like real people, real personalities. We’ve achieved remarkable success by staying true to ourselves. Some people say we’re corny, but it’s who we are—and people respond. 17. Serve the Customer 158This chapter details our Universal Associates program: every associate in our stores is trained to be able to handle any task a customer requires. This sharply sets us apart from our competition. What are you doing to set yourself apart? 18. Put Design into Everything You Do 165Design encompasses much more than just the physical layout of stores or products. When design is used effectively, it brings every aspect of your business into alignment so that everything reinforces and supports everything else. Part Five: Leading Your Culture 173 19. Be There 175Maintaining a culture is like raising a teenager. You’re constantly checking in. “What are you doing? Where are you going? Who are you hanging out with?” 20. Keep Your Balance 184Leading for growth is a high-wire act—and there are many dimensions to keeping your balance. 21. Remember Who You Are 193The biggest danger of relentless growth is that your very growth will undermine the qualities that produced that growth in the first place. You’ve also got to know what not to change—what to maintain if you want to stay on track. 22. Mergers and Acquisitions Done Right 201A lot of Umpqua’s growth has come from acquisitions, which have the potential to disrupt or dilute the acquiring company’s culture. We have not allowed that to happen. Conclusion: Making Relentless Progress 211The key to growth is making progress every single day. Acknowledgments 215 The Authors 217 Index 219

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Book SynopsisThis volume presents a stakeholder view of the corporation in both theoretical and practical terms. Its central proposition is that organizational wealth is created or destroyed through a corporation's interactions with its stakeholders. Three major corporations are discussed, including Motorola.Trade Review"A flood of academic research in the past two decades has taken a "stakeholder" perspective. Much of it has been shrouded in academic jargon and focused on parochial academic disputes, and none has been fully integrated with functional aspects of academic management. With this book, Post, Preston, and Sachs have given voice to the stakeholder intuition in a way that both managers and academics can recognize. The authors are highly respected scholars, themselves instrumental in popularizing the stakeholder terminology. When Preston, Post, and Sachs discuss stakeholders, academics listen. With this book, managers can listen as well."—Thomas Donaldson, The Wharton School, University of Pennsylvania"This is an important book, not only for its abundant empirical evidence gathered from the experiences of Cummins Engine Company, Motorola, and Shell, but also for its insightful theoretical analysis. Written by some of the major scholars in the field, Redefining the Corporation is the thinking person's guide to maintaining corporate vitality while living in a humane community."—Oliver F. Williams, Center for Ethics in Business, University of Notre Dame"Redefining the Corporation is the most creative and pertinent application of stakeholder theory and practice to be published since Freeman's popularization of the concept in 1984. The book bridges theory and practice. It redefines the corporation using the concepts and tools of stakeholder theory and illustrates the relevance of these concepts through the unfolding history, or "stakeholder journey," of three major corporations: Cummins, Motorola, and Shell. It is truly a cutting-edge reference work for the 21st century."—Archie B. Carroll, Terry College of Business, University of Georgia"This timely and important book continues the thought leadership of Post, Preston, and Sachs about the role of business in society. Its challenging conclusions are based on close observation of actual business practice in major firms, which should prove extremely valuable for anyone interested in business management or contemporary society. The issues explored are high on the agenda of company boards, investors, and community leaders around the world and will form one of the biggest debates in and between modern corporations and their constituencies in the coming years."—Geoff Allen, Australian Centre for Corporate Public Affaires and Melbourne Business School"Redefining the Corporation is a seminal contribution to the literature on strategy and governance – one that should be compulsory reading for management, observers, and students. The authors have developed a new, more comprehensive and robust view of corporate purpose and how to achieve it in an increasingly complex, global environment."—Len Brooks, The Clarkson Centre for Business Ethics, Rotman School, University of Toronto"This book is about the survival and development of the business corporation in the 21st Century. The authors have set out to define the stakeholder view of the corporation, and they succeed in showing that the creation of strong and sustainable relationships with employees, customers, and suppliers is necessary for a corporation to create value in the longer term. This book presents a realistic view of stakeholder management and raises some nagging questions about how the modern corporation should distinguish between stakeholders and intruders."—Bernard Taylor, Executive Director, Centre for Board Effectiveness, Henley Management College, England"In a time of fundamental economic and societal change, the stakeholder view – as developed in this book – is the appropriate framework for strategic thinking. Compared with traditional concepts of strategy, the stakeholder view expands on current perspectives of managerial activities that create organizational wealth. Managers, consultants, and academic scholars will benefit from the case studies of three successful world-class firms."—Edwin Rühli, Institut für betriebswirtschaftliche Forschung, der Universität Zürich

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Book SynopsisThis volume presents a stakeholder view of the corporation in both theoretical and practical terms. Its central proposition is that organizational wealth is created or destroyed through a corporation's interactions with its stakeholders. Three major corporations are discussed, including Motorola.Trade Review"A flood of academic research in the past two decades has taken a "stakeholder" perspective. Much of it has been shrouded in academic jargon and focused on parochial academic disputes, and none has been fully integrated with functional aspects of academic management. With this book, Post, Preston, and Sachs have given voice to the stakeholder intuition in a way that both managers and academics can recognize. The authors are highly respected scholars, themselves instrumental in popularizing the stakeholder terminology. When Preston, Post, and Sachs discuss stakeholders, academics listen. With this book, managers can listen as well."—Thomas Donaldson, The Wharton School, University of Pennsylvania"This is an important book, not only for its abundant empirical evidence gathered from the experiences of Cummins Engine Company, Motorola, and Shell, but also for its insightful theoretical analysis. Written by some of the major scholars in the field, Redefining the Corporation is the thinking person's guide to maintaining corporate vitality while living in a humane community."—Oliver F. Williams, Center for Ethics in Business, University of Notre Dame"Redefining the Corporation is the most creative and pertinent application of stakeholder theory and practice to be published since Freeman's popularization of the concept in 1984. The book bridges theory and practice. It redefines the corporation using the concepts and tools of stakeholder theory and illustrates the relevance of these concepts through the unfolding history, or "stakeholder journey," of three major corporations: Cummins, Motorola, and Shell. It is truly a cutting-edge reference work for the 21st century."—Archie B. Carroll, Terry College of Business, University of Georgia"This timely and important book continues the thought leadership of Post, Preston, and Sachs about the role of business in society. Its challenging conclusions are based on close observation of actual business practice in major firms, which should prove extremely valuable for anyone interested in business management or contemporary society. The issues explored are high on the agenda of company boards, investors, and community leaders around the world and will form one of the biggest debates in and between modern corporations and their constituencies in the coming years."—Geoff Allen, Australian Centre for Corporate Public Affaires and Melbourne Business School"Redefining the Corporation is a seminal contribution to the literature on strategy and governance – one that should be compulsory reading for management, observers, and students. The authors have developed a new, more comprehensive and robust view of corporate purpose and how to achieve it in an increasingly complex, global environment."—Len Brooks, The Clarkson Centre for Business Ethics, Rotman School, University of Toronto"This book is about the survival and development of the business corporation in the 21st Century. The authors have set out to define the stakeholder view of the corporation, and they succeed in showing that the creation of strong and sustainable relationships with employees, customers, and suppliers is necessary for a corporation to create value in the longer term. This book presents a realistic view of stakeholder management and raises some nagging questions about how the modern corporation should distinguish between stakeholders and intruders."—Bernard Taylor, Executive Director, Centre for Board Effectiveness, Henley Management College, England"In a time of fundamental economic and societal change, the stakeholder view – as developed in this book – is the appropriate framework for strategic thinking. Compared with traditional concepts of strategy, the stakeholder view expands on current perspectives of managerial activities that create organizational wealth. Managers, consultants, and academic scholars will benefit from the case studies of three successful world-class firms."—Edwin Rühli, Institut für betriebswirtschaftliche Forschung, der Universität Zürich

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Book Synopsis24/7 is the first collection of essays dealing with the nature and our experience of temporality in the network society.Trade Review"This collection of thought-provoking essays addresses the relationship between contemporary times and technology, especially cybertechnology. In doing so, the essays demonstrate so very well Elliott Jaques' statement of the ultimate justification for studying time: “In the form of time is to be found the form of living.'' For by developing this collection, Hassan and Purser—and the essays' authors—have made an important contribution to understanding both time and life in the early 21st century." —Allen C. Bluedorn, author of The Human Organization of Time: Temporal Realities and Experience, University of Missouri-Columbia“The authors gathered here are among the leading theorists of the new shift in dimensional thought. Original, provocative, and sophisticated, their arguments will have a profound impact on social theorists and the emerging generation of digital scholars.” —Sean Cubitt, University of MelbourneTable of Contents@fmct:Contents @toc4:Foreword @tocca:Barbara Adam iii @toc4:Contributors iii @toc2:Introduction @tocca:Robert Hassan and Ronald E. Purser 1 @toc1:Part 1. Time in the Network Society @toc2:1 New Temporal Perspectives in the "High-Speed Society" @tocca:Carmen Leccardi 000 @toc2:2 Network Time @tocca:Robert Hassan 000 @toc2:3 Speed = Distance/Time: Chronotopographies of Action @tocca:Mike Crang 000 @toc2:4 Protocols and the Irreducible Traces of Embodiment: The Viterbi Algorithm and the Mosaic of Machine Time @tocca:Adrian Mackenzie 000 @toc1:Part 2. Digital Time: Temporal Dimensions of Media and Culture @toc2:5 Truth at Twelve Thousand Frames per Second: The Matrix and Time-Image Cinema @tocca:Darren Tofts 000 @toc2:6 The Fallen Present: Time in the Mix @tocca:Andrew Murphie 000 @toc2:7 Stacking and Continuity: On Temporal Regimes in Popular Culture @tocca:Thomas Hylland Eriksen 000 @toc1:Part 3. Temporal Presence @toc2:8 Indifference of the Networked Presence: On Time Management of the Self @tocca:Geert Lovink 000 @toc2:9 The Presence of Others: Network Experience as an Antidote to the Subjectivity of Time @tocca:Jack Petranker 000 @toc2:10 CyberLack @tocca:David R. Loy 000 @toc1:Part 4. Time in the Network Economy @toc2:11 Time Robbers, Time Rebels: Limits to Fast Capital @tocca:Ben Agger 000 @toc2:12 Finding Time and Place for Trust in ICT Network Organizations @tocca:Hans R'm' 000 @toc2:13 The Clock-Time Paradox: Time Regimes in the Network Society @tocca:Ida H. J. Sabelis 000 @toc4:Index 000

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Book SynopsisExplains how following a vision for the earth and for society can be a powerful route to profits for small and medium sized companies. This title explains that mission-driven companies appreciate and leverage traditional strategic principles - with a twist - to win in the marketplace. It is suitable for entrepreneurs and managers.Trade Review"A well-written and informative business book that provides valuable tips and background for anyone interested in starting up or managing a socially conscious company. Recommended for all business collections."—Library Journal"Companies on a Mission brings academic rigor to the age-old notion of 'going well by doing good.' Mission-driven companies succeed, as Mike Russo makes crystal clear in this compelling book, not just because their missions make them greener, but because they make them better. They create quality products, garner a fanatical following, and engender innovation, passion, and fun for employees and customers alike. What could be a better model for business?"—Joel Makower, Executive Editor, GreenBiz.com, and author, Strategies for the Green Economy"A highly informative and extremely well-written analysis of the creation and growth of ecologically and socially minded firms. What makes Russo's book particularly valuable is his balanced assessment of both the opportunities and the risks that enterprises face in trying to combine social and environmental accountability and survival in the marketplace. While focusing on small firms, the lessons it offers are relevant to all businesses seeking to position themselves and their products as eco-friendly and/or socially responsible."—David Vogel, Haas School of Business, University of California, Berkeley"Mission-driven companies continue to grow in number and are moving from a small niche into the mainstream. The time is right for an analysis of these firms and their approaches to business. In Companies on a Mission, Michael Russo documents both the direct economic benefits of taking a mission-driven approach and the intangible benefits of brand value, product positioning, customer satisfaction, and more. Full of stories about well- and lesser-known companies, this book will give any business reader—from entrepreneurs to managers in big corporations—take-away points to transform their businesses into profitable, mission-driven enterprises."—Andrew Winston, author of Green Recovery and co-author of Green to Gold"True innovation comes from the fringes—from smaller players running rings around incumbents. After focusing for decades on corporate Goliaths, we need to investigate and support entrepreneurial Davids. Russo shows how mission-driven companies think, act, and cluster—and, critically, explains how we can help them jump to the next level." —John Elkington, co-founder and Executive Chairman of Volans Ventures, co-founder of Environmental Data Services and SustainAbility, and co-author of The Power of Unreasonable People

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Book SynopsisGrowing an Entrepreneurial Business: Concepts and Cases is a new textbook, designed for courses that focus on managing small to medium sized enterprises.Trade Review"Based on decades of research, consulting and teaching experience, Professor Ed Hess presents an extraordinary textbook on entrepreneurial growth. Rejecting the traditional notions of growth for growth's sake, Professor Hess presents a more nuanced view by placing value creation at the center of the growth imperative. Based on painstaking research, this book is an inspiring and practical blueprint for leading and managing growth." -- Sankaran Venkataraman, MasterCard Professor of Business Administration, Darden Graduate School of Business * University of Virginia *"Growing an Entrepreneurial Business: Concepts and Cases offers a treasury of solid empirical research, described in a most captivating way. This resource also offers insights that will help any practitioner move ahead and reach the full potential and satisfaction from growing an entrepreneurial venture. A must-read!" -- George Hess, Management Professor * Loyola Marymount University *"There are several books that try to cover entrepreneurship from soup to nuts—everything you could possibly want to know about starting a company. This book is fairly unique in its focus on growing an extant entrepreneurial business." -- Philip Anderson, Professor of Entrepreneurship * INSEAD *"Ed Hess has emerged in recent years as a remarkably prolific author on the topic of organic growth. Growing an Entrepreneurial Business is another example of Ed's depth of understanding of the challenges and opportunities faced by entrepreneurial ventures as they grow and develop. His findings will no doubt prove valuable to students whose future careers lie in an entrepreneurial space, as well as to entrepreneurs as they guide their organizations to success." -- Robert K. Kazanjian, Professor of Organization & Management, Goizueta Business School"This book is a must read for managers of small and medium sized companies interested in growing their firms. Using examples from case studies as well as his own wisdom and analysis, Hess tackles the tricky question of how to scale an organization in a thoughtful, insightful, and systematic manner." -- William Forster, Assistant Professor

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Book SynopsisAndrew Selee's Planning for Impact in Policy Research is the first strategy book intended exclusively for think tanks. Adapting lessons from business and non-profit management to the world of research organizations, Selee lays out a comprehensive plan for how these kinds of organizations can truly make a difference in policy decisions.Trade Review"Contrary to its title, Andrew Selee's What Should Think Tanks Do? is not a book of prescriptions. Instead, it is a tool for thinking. It offers a set of principles and illustrative cases that, taken together, incite a reader to think clearly and creatively about how an organization might make the most valuable contributions possible to important public issues. Anyone who works in a public policy arena and struggles with questions of how best to spend their time and resources for maximum impact can potentially benefit from a couple of quiet hours' concentration on this short, engaging book . . . [What Should Think Tanks Do?] offers a great deal of ground truth and perspective about what it takes to successfully steer a policy-oriented team or organization in today's challenging public policy environment."—Jacqueline Meszaros, Science and Public Policy"What Should Think Tanks Do? A Strategic Guide to Policy Impact should be considered mandatory reading for anyone that is a part of a think tank operation, be it governmental, NGO, academic, or corporate."—James A. Cox, Midwest Book Review "The chasm between good ideas and making policy has confounded Washington for too long. Andrew's concise and informed work builds a bridge to connect these two realms and maps the five steps to successfully walk across it. Whether an academic or a legislator, think tank or government staffer, if you care about turning good ideas into good policy, Andrew's book will guide you down the right path."—Barry Jackson, former Senior Advisor to President George W. Bush"With its focus on outcome-oriented strategies, What Should Think Tanks Do? is essential for the directors and funders of think tanks, who want their institutions to make a real difference in informing and influencing public policy."—Paul Brest, Stanford University, former president, William and Flora Hewlett Foundation, and co-author, Money Well Spent: A Strategic Plan for Smart Philanthropy"This interesting and thoughtful treatise offers practical advice that will help think tank directors better manage how their organizations engage in research, and how they communicate their findings to multiple target audiences. It should prove enormously helpful both to think tanks and to scholars who study these complex and increasingly visible organizations."—Don Abelson, The University of Western Ontario"The policy world is filled with voices clamoring to be heard, but few organizations are consistently successful at getting the ear of policymakers and shaping the ideas that become part of public debate. This book shows how organizations that care about influencing policy can take a strategic approach to impact and deliver results."—Jane Harman, Director, President, and CEO of the Woodrow Wilson Center, former Member of Congress"Selee has produced a highly practical guide to help think thinks improve their strategic planning, performance, and impact. In a highly competitive and information rich world, think tanks and other knowledge-based organizations must make strategic choices regarding staffing, technology, and engagement. What Should Think Tanks Do? provides the tools for effectively managing these complex challenges and choices."—James G. McGann, Director, Think Tanks and Civil Societies Program, University of Pennsylvania

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Book SynopsisTrade Review"In this highly original volume, Jason Davis revisits the classic problem that individual and organizational goals typically diverge. He does so in the context of modern digital media that dramatically facilitate individuals' creation of network ties. When such networking is at cross-purposes to organizational well-being – as often happens when weak ties proliferate – managers badly need the ingenious advice that Davis offers."—Mark Granovetter, Joan Butler Ford Professor, Stanford University; author of Society and Economy: Framework and Principles"Rarely does a book come along that so completely rewrites what we thought we knew. Digital Relationships is just such a book. It's a 'must-read' for academics and executives who want to understand why social networks are so challenging. By probing the deepening chasm between individual and organizational interests, Digital Relationships will re-shape your conception of how social networks work. And more often, don't."—Kathleen Eisenhardt, S. W. Ascherman Professor, Stanford University; co-author of Simple Rules: How to Thrive in a Complex WorldTable of Contents1. Networks are the Problem: Confronting the Social Capital Consensus 2. Too Many Ties: Divergent Interests with the Falling Costs of Digital Networking 3. Ties Too Weak: Insufficient Firm-Specific Social Investments to Mobilize Diversity 4. Entrenched Brokers and Ossified Bridges: Monopolies of Information and Control 5. Scale Too Free: Negative Externalities of Inequality in Social Capital 6. Persistence: Managerial Intervention Transience and the Reemergence of Agency Problems 7. Agentic Function of the Executive: Strategic Social Capital and the Work-From-Home Experiment 8. Network Governance:ReinterpretingOrganizational Design and Boundaries 9. Network Agency over the Life Cycle: Entrepreneurship and Innovation Ecosystems 10. A Research Agenda: More Cases, More Models, More Experiments

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Book SynopsisTrade Review"This book is a highly practical account, based on deep insights, of how to address one of the biggest business and humanitarian issues—and opportunities—of our age: serving the needs of the base of the pyramid. One of the most convincing accounts yet of the role BoP enterprises play in poverty alleviation." -- Paul Polman, CEO * Unilever *"Ted's vision combines clear thinking, refreshing humility, and a roadmap for audacious individuals who are ready to take on some of the world's toughest challenges. This is an important book for seekers, learners and especially doers who reject the status quo and are determined to make real change." -- Jacqueline Novogratz, Founder and CEO * Acumen *"Like many, I've struggled with how to bring innovation to meaningful scale, while never sacrificing the north star of impact. This book offers a blueprint that will enable social entrepreneurs and enterprise leaders to apply hard-fought lessons and avoid key missteps; it offers the right tools to translate intention to action. I wish I had Ted's guidance when I founded Root Capital. An invaluable contribution." -- Willy Foote * Founder and CEO of Root Capital *"In this must-read book, Ted London draws on over a decade of experience linking two formerly separate domains: the business world and the development community. He provides an integrated set of tools, frameworks, and strategies for successfully enhancing the chances of the more than 4 billion poor through entrepreneurship and venture creation. With this book, we may finally fulfill the base of the pyramid promise." -- Stuart L. Hart * University of Vermont and co-author of the The Fortune at the Bottom of the Pyramid *"Ted's book couldn't have come at a better time! After a tough, fifteen-year journey through unmapped territory, BoP entrepreneurs are eyeing the future with cautious optimism. They will gain immensely from the strategies laid out in this field guide, distilled from Ted's ring-side view of several failed business models, many drawn-out experiments, and successful initiatives operating at scale." -- S. Sivakumar, Architect * ITC e-Choupal *Table of ContentsContents and AbstractsIntroduction chapter abstractThis chapter introduces the author and establishes his credentials as a researcher and business practitioner in a number of global settings, including base-of-the-pyramid (BoP) contexts. It asserts that the focus in BoP business is, increasingly, "How can we do this better?" It promises that this book will provide practically oriented tools, frameworks and guidelines that can help move BoP enterprises forward, and help them achieve two key goals: an adequate return on investments, and a substantial degree of poverty alleviation. It concludes by describing three foundations on which the book has been constructed: understanding how to build better enterprises, creating value with the BoP by truly understanding the poverty alleviation opportunity, and establishing an ecosystem of partners to sustain those ventures. 1Impact Enterprise for the Base of the Pyramid chapter abstractInterest in BoP impact enterprise has been expanding in recent years, both in terms of the literature and the number of enterprises that have been launched. Unfortunately, few such enterprises have achieved sustainability at scale, which is necessary to assure economic viability and alleviate poverty on a large enough scale: here referred to as "impact enterprises." One reason for this is that the learnings of successful impact enterprises have not been widely shared. The chapter differentiates between "fortune-finding" and "fortune-creating," and asserts that the latter strategy is far more effective. Both business leaders and development professionals have good reason to work together to build impact enterprises—but this is far from easy. Obstacles include challenges of value creation, value capture, and the successful bringing-together of two realms that have traditionally eyed each other skeptically. The chapter concludes with a summary of the book's key prescriptions. 2Enabling Business Model Innovation chapter abstractThis chapter opens the discussion of the first of the three foundations of the book described in the preface: understanding how to build better BoP enterprises. It stresses the importance of innovation, as opposed to an overriding focus on execution, with an emphasis on "business model R&D—i.e., efforts to invent appropriate business models for specific and demanding contexts. The chapter draws upon a multiyear analysis of 18 BoP initiatives to explore key design variables that should be considered in BoP business-model invention, whether alone or in combination. The "Business Model Innovation (BMI) Framework" is introduced, which captures the four design variables—resources, metrics, structure, and problem solving—that tend to have an outsized effect. The chapter includes case studies of companies that launched significant BoP initiatives—Nike, CEMEX, and "Mondophysic" (a pseudonym)—to show these variables in action, and to explore which innovation processes succeeded, and why. 3Building for Scale chapter abstractThis chapter addresses the challenge of scaling: that is, moving from the pilot phase to an impact enterprise. A framework called the "C-I-E scaling strategies" is introduced, focusing on co-creation, innovation, and embedding. Each of these strategies is divided into component parts. Co-creation involves crafting solutions with the BOP and "finding the positive." Innovation involves orchestrating effective experiments and building market opportunities. Embedding involves building collaboration-based competitive advantage and developing social embeddedness. Case studies explore scaling's challenges: the collaboration between two NGOs (CARE and Peace) and a for-profit (Pioneer Hi-Bred International) to bring new kinds of seeds to India; and ITC's efforts to transform rural agriculture. Secondary case studies focus on Honey Care Africa's efforts to scale up Kenya's honey production, and Movirtu's initiative to build a sustainable business based on offering a mobile identity that wasn't tied to a particular mobile device. 4Mutual Value Creation chapter abstractThis chapter focuses on the second of the book's three foundations: creating value with the BoP by understanding the poverty alleviation opportunity. Alleviating poverty is critical, because it sits at the heart of the BoP impact enterprise's value proposition. The more value that enterprise creates for the BoP, the more value it can capture for itself. Unfortunately, most impact enterprises have a hard time defining their value added, and instead resort to either anecdotes or output measures. A more effective approach begins with an understanding of the multidimensional nature of poverty, which includes economic, capability, and relationship well-being. 5Creating a Partnership Ecosystem chapter abstractThis chapter begins the discussion of the book's third foundation: establishing an ecosystem of partners. These partners are defined as "scaling facilitators": i.e., the collaborators who will help the impact enterprise scale up through the use of different implementation models. These collaborating organizations can provide support at the enterprise level (enterprise development) and at the macroeconomic level (market creation). The chapter introduces a tool called the Partnership Ecosystem Framework (PEF), which helps the impact enterprise. 6Collaborative Interdependence chapter abstractThis chapter looks at how an ecosystem of scaling-facilitation partners is developed and managed over time. It advocates for the creation of a "chief ecosystem director" (CED) position within the impact enterprise—or, at the least, incorporating this role with the existing top management team—to accomplish these important ecosystem-management tasks. It describes the three major challenges faced by the CED—overcoming biases about seeking subsidized support, dealing with internal resistance to partnerships, and responding to cross-organizational tensions—and suggests strategies for dealing with those challenges. A case study of CEMEX's Patrimonio Hoy initiative illustrates the importance of a CED. The concept of "collaborative interdependence", an approach to framing partnership relevant to BoP impact enterprises, is then explained and discussed, emphasizing the CED's responsibility for bringing together independent-but-complementary organizations. 7Making the Promise a Reality chapter abstractThe closing chapter recapitulates some of the lessons learned in previous chapters, and looks forward at next steps in the evolution of BoP impact enterprise. The hard-won wisdom of the last decade or so is that BoP impact enterprise is more about fortune-creating than fortune-finding—which means that the would-be impact enterprise has to innovate, as well as execute. That innovation takes place in a complex context of potential scaling facilitators, who have to be identified, selected, recruited, and managed. Most informed observers agree that the alleviation of poverty along its many dimensions can be enhanced through the creation of impact enterprises. It is certainly not the only solution; NGOs will continue their good work, and governments will do their part. But it has to be part of the solution. We have to fulfill the promise of building BoP impact enterprises that are sustainable at scale.

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Book SynopsisInspired by a popular series of articles in the Stanford Social Innovation Review, Fundamentals, Not Fads teaches the social sector how to buck passing trends by using wise and time-tested strategies that foster investment and impact.Trade Review"This is a fabulous book—and a necessary one. It takes vitally important insights that Meehan and Jonker have been teaching for many years and distils them into practical advice that will benefit anyone in the social sector who aspires to achieve an outsized impact."—Jonathan Levin, Dean, Graduate School of Business, Stanford University"As a philanthropist constantly grappling with how I can achieve more impact, I found Jonker and Meehan's insights to be provocative and engaging. They go beyond the typical rhetoric regarding 'what the nonprofit sector can learn from business' and give these organizations their due—with great advice. Nonprofits are dealing with often intractable societal problems of enormous complexity and uncertain revenue streams. These authors appreciate the weight on leaders' shoulders, while offering a detailed roadmap to maximize their impact. A must-read."—Jeff Raikes, Co-Founder, Raikes Foundation, former CEO, Bill & Melinda Gates Foundation, and Chairman, Stanford University Board of Trustees"No one knows the not-for-profit sector and its most effective leaders better than Meehan and Jonker. Their book is a master class on what it takes to drive meaningful impact. In tackling the fundamental questions—strategy and focus, discipline and accountability—the authors get to the heart of what every mission-focused leader needs to understand. Engine of Impact is a book to read and re-read—the definitive guide for all who aspire to lead high-performing and high-achieving organizations."—Sally Osberg, former President and CEO, Skoll Foundation, and co-author of Getting Beyond Better"Bill Meehan and Kim Jonker have decades of experience in rigorously evaluating what makes organizations operate—or fail to operate—at a high level. In Engine of Impact, they leverage that deep knowledge to create a smart, compelling guide to doing good by leading well."—Jamie Dimon, Chief Executive Officer, JPMorgan Chase"Engine of Impact is an essential handbook for every aspiring social sector leader and philanthropist. Creating social impact is an art and a science, requiring investments of heart and mind. Meehan and Jonker's outstanding analysis combines the intense rigor of business strategy with the critical soft skills of courage and creativity to equip us with the toolkit necessary for transformative social change."—Laura Arrillaga-Andreessen, Founder, laaf.org, author, Giving 2.0, Founder and Chairman, Stanford Center on Philanthropy and Civil Society, and Founder and Board Chair Emeritus, Silicon Valley Social Venture Fund"Building and leading great non-profits is a socially vital—but managerially daunting—endeavor. Enter Bill Meehan and Kim Jonker who, in simple and lively prose, draw upon deep research and lived experience to deliver the essential field guide on how to do it right. All of us—donors, volunteers, board members, executives, citizens—are in their debt."—Dominic Barton, Global Managing Partner Emeritus, McKinsey & Company"In an era when the work of nonprofits is ever more essential, Meehan and Jonker deliver critical insights, strategic guidance, and inspirational lessons from the front lines. Readers will benefit enormously from their candor and clear-headed wisdom. We're awash in business books, but the nonprofit sector has been wanting for its own evidence-based guide. In Engine of Impact, they have it. I strongly recommend this book for nonprofit leaders, funders, and anyone seeking to optimize humanitarian impact."—Jacquelline Fuller, President, Google.org"This book will change most readers. Its style is very direct. It sees the future. It draws on both the classics and the authors' deep knowledge of our field. It is practical, and it cares."—Bill Drayton, CEO & Chair, Ashoka"Engine of Impact is an indispensable tool for today's nonprofit leader. Drawing on their considerable expertise and insight, Meehan and Jonker provide a framework for dedicated executives who are committed to building organizations that are worthy of their missions."—Matt Bannick, former Managing Partner, Omidyar Network"The social sector has long needed a book like this one, which emphasizes a businesslike approach to doing good at scale. When the bottom line is measured by impact on human lives, the best intentions are never enough. By applying lessons in management excellence, this book will help nonprofits achieve significantly better results."—Sir Fazle Hasan Abed, Founder and Chairperson, BRAC"Bill Meehan and Kim Jonker have written a playbook for those who are not satisfied with doing some good, but want to do as much good as they can with their time and talents. This is a vital topic, and I'm excited to see how the next generation of nonprofit leaders applies the ideas and insights in this book."—Cari Tuna, Co-founder and President, Good Ventures, and Managing Director, Open Philanthropy Project"Hard-hitting and willing to express decisive, experience-based views, this book is sophisticated, evidence- and ideas-based. A 'how and when to do it' guidebook, it is also a pleasure to read."—Joel Fleishman, Professor of Law and Public Policy, Duke University, co-author, Give Smart"Every engine needs a tune up from time to time. Even the strongest organizations will find value in Engine of Impact. With inspiring stories and cogent frameworks, Meehan and Jonker show us that social change is an art and a science that demands rigor and spirit. With guidance like this, we can find a path to a better world."—Jacob Harold, President and CEO, GuideStar"If you're a nonprofit leader who cares deeply and passionately for the people and causes you serve, you will love Engine of Impact. Bill Meehan and Kim Jonker are quintessential big thinkers, but their insights do not come from 'on high.' This is practical wisdom at a human scale, reinforced with great examples. You will come away from this book with real optimism that we are, indeed, entering a new era of impact."—Mario Morino, Chairman, Morino Institute, Co-founder, Venture Philanthropy Partners, and author, Leap of Reason"Meehan and Jonker have worked in the sector, studied their history, interviewed key players, and can compare and contrast what's known about the social sector with what's known about public agencies and corporate actors. The book is grounded in two careers worth of real work...If you, unlike me, appreciate the efficiency of the business book genre then by all means, read Engine of Impact. If you, like me, find the business section of the bookstore the easiest one to skip past, this is one of the rare books worth stopping for."—Lucy Bernholz, Philanthropy 2173Table of Contents1. The Primacy of Mission 2. The Few Strategic Concepts That Matter 3. Count What Counts 4. Insight and Courage 5. Your Team of Teams: Building and Sustaining a High-Performing Organization 6. Money Matters: Funding as Essential Fuel 7. Board Governance: Do What Works 8. Scaling: Leveraging the Seven Essentials to Magnify Your Impact Conclusion: Strategic Leadership: Now Is the Time

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Book SynopsisTrade Review"Clearly and boldly argued, this is an excellent contribution to our understanding of the economics of interventionism."—Joshua Hall, West Virginia University, and coauthor of Economic Freedom of the World Report"Many people believe that U.S. 'peacekeeping' efforts abroad help to protect American civil liberties at home. Coyne and Hall show just how mistaken that view is. I know of no other work that makes such a clear connection between foreign intervention and the erosion of domestic civil liberties."—Randall Holcombe, Florida State University"Coyne and Hall brilliantly reveal that a fatal coarsening comes with the rise of an empire. One can only respond with the cant phrase, heard often in these latter days, which would be better applied to peaceful, intellectual exchanges than to the corrupting enterprise of foreign intervention: 'Thank you for your service.'"—Deirdre Nansen McCloskey, University of Illinois at Chicago"An old German saying claims that losing a war is bad, but winning a war is worse. Coyne and Hall document one way in which that is the case: the architecture of social control created by militarism is easily adapted to domestic life. Tyranny Comes Home illustrates this phenomena in the United States, while offering a path to reclaiming the 'Great Republic.'"—Michael Munger, Duke University"Tyranny Comes Home argues that a nation cannot act brutally in the world and still respect the rights and liberties of its own people. It is a wonderfully insightful look at the connections between the violence of American foreign policy and our shrinking democracy at home."—Stephen Kinzer, Watson Institute, Brown University, Columnist, The Boston Globe, and author of The True Flag"An adept and engaging examination of the processes by which militaristic policy abroad can lead to the loss of civil liberties at home."—John Mueller, Ohio State University and Cato Institute"Anyone who believes that decades of thoughtless military interventionism have enhanced America's well-being needs to read Tyranny Comes Home. Coyne and Hall deftly show how incessant foreign meddling undermines the very domestic freedoms it is intended to preserve. A powerful, original indictment of America's warrior state ideology."—Michael J. Glennon, author of National Security and Double Government"A number of America's founding fathers expressed the view that foreign military ventures would come at a high cost. In Tyranny Comes Home, Christopher J. Coyne and Abigail R. Hall put this warning to the test: How have America's wars of choice and its colonial experiments affected the homeland and the power of the presidency? And what does economic theory have to say about the transformation from state to empire? Their analysis makes for an engrossing read, a remarkably demonstration of the foresight that went into the Constitution, and a stark depiction of the dangers that it faces today."—Scott Horton, Contributing Editor, Harper's Magazine"Christopher J. Coyne and Abigail R. Hall have built a highly original and penetrating argument on a neglected topic that demands attention in the age of endless war. Their thorough analysis, understanding of history, and fresh correlations are insightful and a pleasure to read. We need more of this kind of creative bridge building."—John Tirman, MIT Center for International Studies"America's disastrous wars have taken a horrendous toll. Yet, Christopher J. Coyne and Abigail R. Hall powerfully demonstrate that the costs are even higher than we have recognized. Tyranny Comes Home is a brilliant and important book that transcends partisanship. The authors' call for anti-militarism and patriotism built on a critical attitude towards the security state can help to rescue America's democracy."—Jeffrey D. Sachs, Center for Sustainable Development, Columbia University"This is an important and provocative exploration of an overlooked cost of militaristic foreign policy: domestic freedom. This well-researched and lively book is a must read for those concerned with the preservation of individual liberty and the perils of permanent war." -- Daniel Ellsberg, author of Secrets: A Memoir of Vietnam and the Pentagon Papers and The Doomsday Machine: Confessions of a Nuclear War Planner"Using cases ranging from militarizing police, using drones for surveillance, and exercising elements of torture in American prisons, Coyne and Hall lend an economic lens to their research to show how foreign interventions and domestic policy decisions are becoming increasingly intertwined—in their eyes at a significant cost to the American public....[T]he authors raise questions about how a country can act violently throughout the world while still claiming to respect the liberties and rights of its own citizens."—W. Miller, Choice"Coyne's and Hall's book is a great, conceptually holistic investigation into how the state can threaten our liberty. Economists regularly recognize the unintended consequences of domestic policy; Coyne and Hall have explained the unintended consequences of foreign policy, and their costs.—Jerrod A. Laber, The American Conservative"This was an excellent expository text that I do believe was one of the most educational I have read in some time, and I thoroughly recommend it to students and practitioners of foreign policy, international relations, intelligence studies and strategic studies."—Courtney J. O'Connor, London School of Economics Review of Books"[An] eye-opening account that should be read by every engaged citizen who cares about the future of the nation and global affairs."—Miriam Cohen, The Vienna CircleTable of Contents1. Mark Twain's Ominous Warning 2. The Boomerang Effect: How Social Control Comes Home 3. A Perfect Storm: Why America Is Susceptible 4. Surveillance 5. The Militarization of Police 6. Drones 7. Torture Conclusion: Reclaiming the Great Republic

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Book SynopsisBureaucracies have become a relic of the industrial era. The knowledge economy is quickly becoming passe. In today's business environment, doing beats knowing. Fast/Forward presents a new way of working, teaching readers how to embrace decisive action and emotional conviction to gain tomorrow's competitive advantage.Trade Review"Fast/Forward makes a compelling case for spontaneity, speed, and a willingness to lead with intuition. More importantly, it speaks to the leadership qualities required to implement its suggestions—providing practical ways to cultivate to those qualities."—Jeffrey Pfeffer, Stanford University, author of Power: Why Some People Have It—and Others Don't"Julian Birkinshaw and Jonas Ridderstråle are on the right track: In an ever-faster, globalized world, companies not only need a compelling strategy, but also an adaptive and caring performance culture. To unleash their full ingenuity, we have to empower our colleagues to act like owners."—Joe Kaeser, President and CEO, Siemens AG"Big data is oversold as the most important facet of competitive advantage. Rather, breakthrough leaps of faith are necessary to achieve extraordinary results. Fast-Forward is full of practical advice about how to capitalize on this simple idea in order to forge your corporate future."—Anita McGahan, Rotman School of Management, author of How Industries Evolve"Though the 'Information Age' has brought unprecedented insight, it is accompanied by a data deluge that can feel paralyzing at times. Indeed, Fast/Forward suggests that the data tsunami is drowning decisive action and draining leadership attention. With practical advice on how leaders can become more alert, agile, curious, and emotionally connected, Julian and Jonas set out a new, must-read playbook."—David Craig, President, Financial & Risk Business, Thomson Reuters"Much as Descartes' Error challenged traditional ideas about the primacy of rationality over emotions, Birkinshaw and Ridderstråle's marvelously timed book shows that the way forward for organizations and their leaders is not more data but better intuition and more leaps of faith. Far from being a nuisance to be minimized, the authors demonstrate how emotions are essential for decisive action and competitive advantage in a world overwhelmed by information."—Herminia Ibarra, INSEAD and Author of Act Like a Leader, Think Like a Leader"If you are looking for guidance on how to navigate today's disruptive business world, this book is for you. Julian Birkinshaw and Jonas Ridderstråle show how the most agile and decisive companies are built on a new operating model, adhocracy, that puts action front and center, rather than formal authority. With plenty of current examples, as well as historical anecdotes, the authors show how to apply this way of working to your own company "keeping you ahead of the curve."—Kemal Malik, Board Member, Bayer AG"Most large companies are prisoners of an industrial-era worldview that shapes everything they do. In Fast/Forward, Julian Birkinshaw and Jonas Ridderstråle show how the classic bureaucracy – with its emphasis on formal position and top-down decision making – is giving way to meritocracy and adhocracy as alternative ways of organising. These new models are the basis for a fundamentally more agile and decisive approach to business."—Gary Hamel, London Business School and author of What Matters Now"This book tackles the key challenge facing all big firms today: staying relevant in a world of accelerating change. A great read, packed with concrete business insights"—Nitin Paranjpe, President, Home Care, Unilever"While they believe we are still deep in the Information Age, they point out that data is so freely available that it offers less and less of a competitive advantage. What's needed are managers who can act quickly on gut instincts when information isn't enough....To thrive in whatever era follows the Information Age, firms will need to move quickly, most often by blending decisive action with emotional conviction."—BizEdTable of Contents1. Staying Ahead of the Curve 2. The Paradoxes of Progress 3. Models of Management 4. The Action Imperative in Strategy 5. Linking Strategy Back to Purpose 6. Opportunity-Focused Coordination 7. The Overachieving Organization 8. Ambidextrous Leadership for an Agile World 9. Becoming an Unreasonable Manager

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Book SynopsisThe Handbook of Advances in Trust Research presents new and important developments in trust research. Thereafter, themes which have gained prominence since the original Handbook are considered, such as trust and the financial crisis, public trust in business, and trust and HRM.Trade Review'Overall, this is an interesting and relevant publication. Central themes of control, monitoring, structure and process intertwine across chapters, making it a coherent, balanced piece of work that reflects the efforts of the trust community to pull towards more convergent conceptualisations and measurement after a number of objections regarding the fragmented nature of prior research.' --Journal of Consumer PolicyTable of ContentsContents: Introduction Reinhard Bachmann and Akbar Zaheer PART I: INTERPERSONAL TRUST 1. HRM and Trust, or Trust and HRM? An Underdeveloped Context for Trust Research Rosalind H. Searle 2. The Role of Trust in Negotiation Processes Roy J. Lewicki and Beth Polin PART II: TRUST AND GOVERNANCE: CONTROL, CONTRACT, INNOVATION 3. Trust and Control: The Role of Intrinsic Motivation Antoinette Weibel and Frédérique Six 4. Trust and Contracts: Together Forever, Never Apart? Paul W.L. Vlaar 5. Trust and Innovation Bart Nooteboom PART III: TRUST ACROSS ORGANIZATIONS 6. Origins of Inter-organizational Trust: A Review and Query for Further Research Laura Poppo 7. Inter-cultural Trust and Trust-building: The Contexts and Strategies of Adaptive Learning in Acculturation Peter Ping Li PART IV: SOCIETAL ANALYSIS AND TRUST REPAIR 8. Trust and the Global Financial Crisis Nicole Gillespie and Robert Hurley 9. Public Trust in the Institution of Business Jared D. Harris, Adrian A.C. Keevil and Andrew C. Wicks PART V: THEORETICAL ADVANCES 10. Trust and the Economic Theory of the Firm Jackson Nickerson, Timothy Gubler and Kurt T. Dirks 11. How is Trust Institutionalized? Understanding Collective and Long-term Trust Orientations Frens Kroeger 12. Process Views of Trusting and Crises Guido Möllering Index

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Book SynopsisThe Handbook of Research on Strategy Process reveals the current state of the art of strategy process research as a whole as well as emerging research initiatives. It also discusses managerial and organizational factors affecting strategy implementation.Trade Review’Strategy-making processes matter a great deal. They determine the content, scope and quality of a firm's strategic choices as well as their implementation. Mazzola and Kellermanns rejuvenate research on strategy-making processes by bringing an important set of perspectives together, providing an innovative view of the actors and processes involved in strategy-making processes in diverse settings. The volume highlights the role of imaginative strategy in altering competitive dynamics and creating value. It is an important contribution to the field.’ -- Shaker A. Zahra, University of MinnesotaTable of ContentsContents: Introduction Pietro Mazzola and Franz W. Kellermanns PART I: REFLECTIONS 1. The Development of Strategy Process Research and the Most Influential Articles and Authors Ofer H. Azar and David M. Brock 2. Shifting Focus from the Determinants to the Origin: The Foundations of a Dynamic View of Managerial Discretion Ingo Kleindienst and Thomas Hutzschenreuter 3. The Politics of Strategy Process Duane Windsor 4. The Strategic Arena Approach to Strategy Process Research Anders Melander, Leif Melin and Mattias Nordqvist 5. Strategy Process Research and the RBV: Social Barriers to Imitation Patrick Regnér 6. The Feedback Structure of the Strategy Process and Top Management’s Role in Shaping Emerging Strategic Behavior Vittorio Coda and Edoardo Mollona 7. Putting the Manager Back into the Picture: The Value of a Strategy Process Perspective Torsten Schmid, Steven W. Floyd and Bill Wooldridge PART II: DELIBERATE STRATEGIES 8. Making Strategy Work: A Literature Review on the Factors Influencing Strategy Implementation Li Yang, Guo-hui Sun and Martin J. Eppler 9. Five Alternative Approaches to the Strategic Reorientation Process Robert Chapman Wood and Osvald M. Bjelland 10. Managerial Interplay: Linking Intent to Realized Strategy Bill Wooldridge and J. Ignacio Canales 11. Banking on Ambidexterity: A Longitudinal Study of Ambidexterity, Volatility and Performance Amir Sasson and Mario Minoja 12. From Theory to Action: The Story of One Strategy Paul N. Friga PART III: EMERGING STRATEGIES 13. Strategic Initiatives: Past, Present and Future Christoph Lechner and Markus Kreutzer 14. The Risky Prospects of Entrepreneurial Initiatives: Bias Duality and Bias Reversal in Established Firms James J. Chrisman, Alain Verbeke and Erick P.C. Chang 15. Entrepreneurial Orientation: The Driving Force for Corporate Entrepreneurship Esra Memili, G.T. Lumpkin and Gregory G. Dess 16. A Complexity Perspective on Strategic Process Research Terry B. Porter PART IV: SPECIAL TOPICS 17. Strategic Decision Processes in the Realm of Strategic Alliances Jorge Walter 18. A Review of Research Progress in Understanding the Acquisition Integration Process: Building Directions for Future Research Annette L. Ranft, Frank C. Butler and Jennifer C. Sexton 19. Internationalization Process Alvaro Cuervo-Cazurra 20. Constructing Power to Drive Strategy Processes in Multinational Firms Markus Venzin 21. Perceptions, Processes and Performance During Organizational Decline Michael R. Braun and Scott F. Latham 22. An Institutional View of Process Strategy in the Public Sector P. Devereaux Jennings, Paul A. Zandbergen and Martin L. Martens 23. Public Sector and Strategic Management: The Case Study at the US Army Corps of Engineers Anil Patel 24. The OODA Loop: A New Strategic Management Approach for Family Business Joseph H. Astrachan, Chester W. Richards, Gaia G. Marchisio and George E. Manners Index

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