Management and management techniques Books

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Book SynopsisCollaborator. Communicator. Connector. Coach.As a mid-level manager, you're being tasked with more than ever before. You're expected to lead innovation, develop talent, execute on strategy, create an inclusive culture, and help your people adapt to constant change. How can you do it all and be successful?If you read nothing else on being an effective mid-level manager, read these 10 articles. We've combed through hundreds of Harvard Business Review articles and selected the best ones to help you build buy-in up and down your organization, secure time and resources for key projects, and lead change—all while getting the most important work done.This book will inspire you to: Build winning teams and develop talent Transform your role from intermediary to innovator Foster a culture of psychological safety Balance being a leader with being an individual contributor Form partnerships and leverage internal networks Lead your organization from the middle This collection of articles includes "Managers Can't Do It All," by Diane Gherson and Lynda Gratton; "The Real Value of Middle Managers," by Zahira Jaser; "In Praise of Middle Managers," by Quy Nguyen Huy; "Managing Your Boss," by John J. Gabarro and John P. Kotter; "Get the Boss to Buy In," by Susan J. Ashford and James Detert; "The Secrets of Great Teamwork," by Martine Haas and Mark Mortensen; "How the Best Bosses Interrupt Bias on Their Teams," by Joan C. Williams and Sky Mihaylo; "Making the Hybrid Workplace Fair," by Mark Mortensen and Martine Haas; "Why Strategy Execution Unravels—and What to Do About It," by Donald Sull, Rebecca Homkes, and Charles Sull; "The Leader as Coach," by Herminia Ibarra and Anne Scoular; "Make the Most of Your One-on-One Meetings," by Steven G. Rogelberg; "Learn When to Say No," by Bruce Tulgan; and "Begin with Trust," by Frances Frei and Anne Morriss.

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Book SynopsisThe coaching profession is growing and innovating. According to the International Coaching Federation (ICF), coaching earns over $3 Billion per year with over 100,000 practitioners of coaching. This book is for both practitioners and scholars of executive coaching. Coaching is an exciting and powerful skillset that allows individuals to empower others and helps individuals to generate awareness that opens the door for great levels of success.The approach of this book is to look at the theoretical framework of coaching as it applies to the actual practice of coaching others and groups.It is important to ground practice in theory and research to bring together the researched framework to help to inform the approach. There is an old proverb that states: “Theory is when you know everything but nothing works. Practice is when everything works but no one knows why.” The approach of this book will enable the student with the theory, the processes and the skills to coach in a way that works and to be able to understand the why behind the success as well as make it replicable.

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Book SynopsisThe post-pandemic era has brought about significant disruptions to the human resources management function, exacerbating existing challenges such as labor shortages and global skills gaps. As a result, effectively managing employee engagement and productivity in a multigenerational workforce has become more challenging than ever. Enhancing Employee Engagement and Productivity in the Post-Pandemic Multigenerational Workforce, editors Even and Christiansen provide a holistic perspective on the changing global landscape of human resources management. The book offers practical insights and strategies for managing employee engagement and productivity in a multigenerational workforce, including DEI, work-life balance, job satisfaction, and hiring and retention practices. Targeting academic scholars in the human resource management sphere, this publication offers a contemporary resource that addresses the current challenges faced by businesses and organizations. Whether you're a scholar-practitioner or graduate student, this book provides a comprehensive guide to navigating the post-pandemic multigenerational workforce and enhancing employee engagement and productivity.

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Book SynopsisDigital Technologies in Modeling and Management: Insights in Education and Industry explores the use of digital technologies in the modeling and control of complex systems in various fields, such as social networks, education, technical systems, and their protection and security. The book consists of two parts, with the first part focusing on modeling complex systems using digital technologies, while the second part deals with the digitalization of economic processes and their management. The book results from research conducted by leading universities' teaching staff and contains the results of many years of scientific experiments and theoretical conclusions. The book is for a wide range of readers, including the teaching staff of higher educational institutions, graduate students, students in computer science and modeling, and management technologies, including economics. It is also a valuable resource for IT professionals and business analysts interested in using digital technologies to model and control complex systems.

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Book SynopsisThe message of this book confirms that a leader's emotional intelligence is more important than how much he or she knows. The challenge of this book to existing and would-be leaders is to look within and to recognise the power of emotional intelligence as an opportunity to honour the people who leaders are obligated to lead and serve. We believe that emotional intelligence asks leaders to genuinely love those with whom they labour and provides a basis for treating people so well that they become the best version of themselves.Table of ContentsPreface; Emotional Intelligence and the Leader; Self-Awareness as a Key to Better Decisions; Self-Management and Emotional Intelligence; Leader Motivation and Emotional Intelligence; Emotional Intelligence, Empathy, and Compassion; Emotional Intelligence and Social Skills; Emotional Intelligence as Ethical Leadership; Emotional Intelligence Integrity and What Does Not Work; Emotional Intelligence, Empowerment, and Employee Engagement; Emotional Intelligence as a Leaders Love; Index.

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Book SynopsisProblem management is the one IT service management process that tends to return more benefits more quickly than any of the others. This book offers practical, real-world guidance on all aspects of implementing and running an effective problem management function. Offering advice and recommendations tailored to different types of organisations, it gives IT practitioners, consultants and managers the tools to add real value to their businesses.Trade ReviewMichael covers problem management from soup to nuts. Regardless of the maturity of your problem management process, this book will improve it. A must read! -- Joseph GallagherThis is essential reading for anyone who wants to take problem management seriously. I thoroughly recommend it. -- James Bourgerie * Computacenter *Table of ContentsINTRODUCTION SECTION 1 – INTRODUCING PROBLEM MANAGEMENT 1. What is problem management? 2. Factors for success 3. Developing the business case SECTION 2 – IMPLEMENTING AND RUNNING PROBLEM MANAGEMENT 4. The implementation project 5. Organising problem management as a function 6. Realising the benefits of problem management 7. Metrics, key performance indicators and reporting 8. Tool requirements 9. Where next for problem management? SECTION 3 – PROBLEM MANAGEMENT PROCESS AND TECHNIQUES 10. Process overview 11. Detect and log problems 12. Assess, prioritise and assign problems 13. Investigation and diagnosis 14. Error resolution 15. Closing problems CONCLUSION

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Book SynopsisApplications of Management Science is a blind refereed series, published annually. It presents state-of-the-art studies in the application of management science to solve significant managerial decision-making problems. Volume 15 examines management science application to data envelopment analysis and efficiency, supply chain and quality applications, and multi-criteria and financial applications. Section A focuses on DEA to team performance, public higher education systems, US airlines and Indian commercial banks. Section B focuses on cooperative public service advertising, supply chain strategies, optimal management of reverse supply chain and optimal response to multi-response models. Section C explores multi-criteria measures of public and private enterprises, two-dimensional warranty policy decision making, and creating teams. Section D focuses on financial applications, direct foreign investments, conditional values of risk in portfolio models, and asset allocations of mutual funds. This volume will be most valuable to practitioners and researchers interested in productivity analysis, supply chain systems, multi-criteria applications and financial applications.Table of ContentsList of Contributors. EDITORIAL BOARD. A Two-Stage DEA Approach with Feedback for Team Performance Evaluation. Efficiency in Public Higher Education Systems: A Statewide Comparison Using Data Envelopment Analysis. Benchmarking the Operating Efficiency of US Airlines. A DEA-Based Multidimensional Framework for Analyzing Indian Commercial Banks. Cooperative Public Service Advertising Strategies for a Supply Chain System. Optimal Management of Reverse Supply Chains with Sensor-Embedded End-of-Life Products. Process Quality Management and Multiple Response Design Models for the Manufacture of Semiconductors. Optimal Selection of Contracts for Supply Chain Coordination Under Decision Hierarchy. Multi-Criteria Performance Measurement for Public and Private Sector Enterprises. Two-Dimensional Warranty Policies – Decision Making Under Multiple Objectives. A Multiple Criteria Model to Creating Teams. An Evaluation of Country Risk in Assessing Direct Foreign Investment. Conditional Value-at-Risk Vs. Value-at-Risk to Multi-Objective Portfolio Optimization. A Meta-Goal Programming Model for Asset Allocation of Mutual Funds Under the Mean Absolute Deviation. Applications of management science. Applications of management science. Applications of management science. Copyright page.

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Book SynopsisIn an era of accelerating change, having the right strategies to achieve greatness can be a game-changer.Liberate Your Greatness will help you reach your next level of success and significance. This transformational guide empowers you to unleash your full potential as a leader, take ownership of your personal and professional growth, and amplify your impact. Blending cognitive science, leadership principles and actionable strategies, it shows you how to thrive by elevating your mindset, skillset and toolset for greatness.Read this book to: Understand and command your thoughts, emotions and actions for enhanced personal and professional development Implement strategies to inspire and influence others through greater awareness, alignment and action, and foster a culture of growth and innovation Harness the principles of amplification and acceleration to fast-track your progress and achieve your goals Adapt to rapid changes and challenges, building resilience for both personal and professional scenarios Lead people, manage systems and maximise your influence to create a positive lasting impact in your organisation, your community and beyondYour greatness is your gift to the world. Apply the principles in Liberate Your Greatness to become all you were born to be.

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Book SynopsisOur socio-economic systems continue to grow and evolve. We need to acknowledge that, consequently, our decisions often fail – they are ineffective and create unexpected side effects. The speed of execution is increasing constantly and markets and systems respond almost immediately, making decision-making challenging. There is little or no room for failure. This important new book analyses real world strategy and policy challenges, addressing the interconnectedness of the markets/systems we live in. It provides a step-by-step approach using systems thinking to solve complex problems in socio-political as well as business environment. It proposes a technique with which to better understand the problems and the context in which they arise, and tools to directly inform each step of the decision-making process. The book explores the main innovation that systemic thinking introduces – the emphasis on defining the problem creating system, which is made up of interacting parts, rather than prioritizing events that need immediate fixing. The case studies, examples and the approach proposed can be used to better understand reality and its complexity, and to integrate stakeholders for a better solution. Practically, it can be used to identify problems, analyse their boundaries, design interventions, forecast and measure their expected impacts, implement them and monitor and evaluate their success/failure. The book touches upon global issues related to policy making and strategic management, as well as issues related to sustainable development for both the public and private sector.Trade Review"Tackling Complexity is a new book by Gilbert Probst and Andrea M. Bassi. It is published by Greenleaf Publishing and they provided the book for review. Initially, I was excited as I have read a number of books about decision-making and even wrote my own, "Taking Aim for Better Decision-Making". Sadly, I wasn't very far into the book until I realized that there is a huge difference between how ivory tower academics approach decision-making and how every day practitioners approach decision-making. Probst and Bassi suggest that, "our decisions often fail" but they fail to recognize the magnitude of the problem as reported by Paul C. Nutt in his book, "Why Decisions Fail". After 20 years of research, Nutt came to the conclusion that, "decisions fail half of the time". This is a huge problem that deserves our attention and practical approaches that will improve outcomes. Probst and Bassi give lip service to the idea that there is a difference between complicated systems and complex systems wherein there are often dynamics beyond our control. They then proceed to explain their systemic approach which is highly analytical and top end driven. Stuart Crainer in his book "The 75 Greatest Management Decisions Ever Made" wrote, "Alluring though they are the trouble with decision-making theories is that reality is often more confused and messy than a neat model can allow for." My research leads me to believe that all analytical decision-making models are subject to imperfect knowledge, unintended consequences and luck. While not very scientific, it has led me to believe as does Paul Nutt that the best practices have a flow that can be related to the appreciative inquiry stages outlined by Copperrider and Srivastva, 1987. J. Edward Russo and Paul J.H. Schoemaker in their book, "Winning Decisions" talked about how traditional organizations viewed implementation secondary to planning and analysis while the newer approach places more weight on learning and adjustment in real time. for me this has been proven by the iteration process common to most successful internet sites. Earlier this week the Wall Street Journal reported on -- Bob Cannon Decision Making TodayTable of ContentsForeword Paul Polman, CEO of Unilever; Vice-Chairman (and next Chairman), WBCSD Foreword Klaus Schwab, Founder and Executive Chairman, World Economic Forum 1. Introduction 2. Case study: why a systemic approach matters 3. Phase 1: Problem identification Case study 1: Problem identification with systems thinking: the creation of the Ethiopia Commodity Exchange Case study 2: Representing and analysing dynamic complexity to design effective policies: fossil fuel subsidy reform 5. Phase 3: Strategy / Policy assessment Case study 3 Reducing risks and maximising profits with systemic strategy assessment: Nestlé 6. Phase 4: Decision-making and implementation Case study 4 Multi-stakeholder decision-making in relief operations: the Agility CSR programme 7. Phase 5: Monitoring and evaluation Case study 5 Monitoring managers’ commitment: Deutsche Bank 8. Conclusions Annex: Overview of key tools References

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Book SynopsisBehavioral strategy has evolved as a field the last decades both intellectually and institutionally. This volume brings together scholars from several generations that have led and defined the behavioral approaches in strategy to reflect on the past, present, and future of behavioral strategy. Thus, rather than seeking empirical contributions that would fill in research gaps and expand research in specific domains, we endeavored to: a) represent the diversity of perspectives that inform behavioral research in strategic management; b) open up a space for reflection and provocation by scholars who are widely recognized as thought leaders both in their respective strands of behavioral strategy research, and in the field as a whole; and c) offer a set of perspectives and directions for the field of behavioral strategy at a pivotal moment in its evolution.Trade ReviewThis book consists of 18 essays by business and other researchers from the US, Asia, and Europe, who examine behavioral approaches to strategic management research. They address the emergence and evolution of the field of behavioral strategy, including alternative conceptions of behavioral strategy, decoupling and intergroup dynamics in behavioral strategy, and the evolution of implicit and explicit behavioral ideas in the field of strategic management; perspectives on behavioral strategizing, focusing on search and sensing, as well as behavioral rationality, agency, and a communitarian view of the firm; and implications for research, normative recommendations, the study of firm performance, and teaching strategies. -- Annotation ©2018 * (protoview.com) *Table of ContentsIntroduction: Behavioral Strategy: A Quick Account; Mie Augier, Christina Fang and Violina RindovaI. The Field of Behavioral Strategy and Its Evolution Some Thoughts on the Development of Disciplines, with Particular Attention to Behavioral Strategy; James G. March A Strategy for Behavioral Strategy: Appraisal of Small, Midsize, and Large Tent Conceptions of This Embryonic Community; Donald C. Hambrick and Craig Crossland Decoupling and Intergroup Dynamics in Behavioral Strategy, and a More Integrative Alternative; James D. Westphal A Behavioral (Simonian) Perspective on (Behavioral) Strategic Management Research; Mie Augier and Nicholas Dew II. Perspectives on Behavioral Strategy and Strategizing From Strategy to Strategic Organization; Daniel A. Levinthal The Organizational Foundations of Behavioral Strategy; Phanish Puranam Where to Search; Henrich R. Greve Organizational Sensing and the Occasions for Strategizing; Sidney G. Winter Hierarchical Sensing and Strategic Decision Making; Elad Green and Zur Shapira Bounded Rationality, Heuristics, Computational Complexity and Artificial Intelligence; Richard A. Bettis and Songcui Hu Romantics, Mercenaries and Behavioral Rationality; Thomas C. Powell The Three Minds of the Strategist: Toward an Agentic Perspective on Behavioral Strategy; Violina P. Rindova and Luis L. Martins Praxis, Character and Competence: From a Behavioral to a Communitarian View of the Firm; Haridimos Tsoukas III. Behavioral Strategy in Action Behavioral Strategy and Strategy Prescription; Philip Bromiley and Devaki Rau Behavioral Strategy: An Alternative Account of Superior Profitability? Christina Fang and Chengwei Liu Behavior in Behavioral Strategy: Capturing, Measuring, Analyzing; Charlotte Reypens and Sheen S. Levine Teaching Strategists to Take Advantage of What Happens; William Starbuck Epilogue Confessions of a Behavioral Strategist! Edward J. Zajac

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Book SynopsisGrowing your business sustainably and successfully isn't just about systems, visions and values. The secret to a thriving business? It's in the team - the people part.Do you want your business to thrive – without having to do and think of everything yourself? Success in business today means responding to change at an ever-increasing pace. Delivering more value with fewer resources is the name of the game. But even when a business is winning, the leaders and teams playing the game often feel like they are losing – plagued by overwhelm and burnout.Most business books try to address this problem with systems, structures and values. What’s missing? The ‘People Part’ – the often-misunderstood area of a business where leaders and team members do the actual thinking, interacting and performing together. Drawing on Annie’s 30 years of working with people in business, this dynamic and engaging book outlines seven easy-to-implement agreements to build a high-performance team. You’ll learn how to:· lead in a way that supports others to perform at their best, by strengthening your own self-leadership· create psychological safety – the environment that empowers team members to collaborate at the highest levels· develop leaders and team members to take on responsibilities with the same commitment level as the owners· supercharge your team productivity with Annie’s signature toolsIf you’re an entrepreneur just starting out, a CEO trying to work ‘on’ rather than ‘in’ your business, a leader needing a breakthrough for yourself and your team or a team member wanting to make your best contribution yet, The People Part is for you.

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Book SynopsisMikil Taylor presents first-time managers with a how-to guide for adjusting to their new leadership roles so they can become successful managers without learning exclusively from mistakes. Few managers are adequately prepared and trained, which has a severely negative effect on the newly-promoted manager, their team, and the quality of the team's work. After reading this book, new managers will be able to successfully run their new teams without falling flat on their faces.

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Book SynopsisIn this era of globalization, entrepreneurship and its implications on international trade and supply chain management are becoming more critical. In today's change-oriented and complex business environment, both entrepreneurs and managers need to keep up with the latest developments around them. With the help of globalization, it is getting more attractive for entrepreneurs to generate innovative ideas to run business both nationally and internationally. Competitive advantages and the key for sustainable growth for globally founded institutions lies behind effective supply chain management originating from a single idea about establishing a company and the process to the end goal of reaching consumers. This focus on entrepreneurship, business, and supply chain comes at a time when rapid technological advances are continually being made. The Handbook of Research on Recent Perspectives on Management, International Trade, and Logistics reveals the latest data based on research on the issues of entrepreneurship, innovation, contemporary management techniques, and global supply chain management. Chapters include topics such as the effective management of the supply chain, supply chain modeling, e-business solutions, digitalizing the supply chain process, e-business applications, and more. This book is ideal for managers, executives, supply chain specialists, entrepreneurs, business professionals, researchers, academicians, and students interested in the latest findings in international trade, management, logistics, and business.

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Book SynopsisEmotions, while extremely varied in their manifestation and effects on organizational settings, nonetheless represent the essence of organizational life. In this 19th volume of Research on Emotion in Organizations, editors Neal M. Ashkanasy, Ronald H. Humphrey and Ashlea C. Troth orchestrate a retrospective view of the field in order to address a wide range of emotion-related topics and point to the future of research in organizational behavior and organization theory. With contributions from Australia, Germany, Finland, Iran, Canada, France, Italy, Poland, the USA and the UK, chapters highlight the diverse nature and effect of emotions in organizational settings. Authors cover topics including physiological needs, strategic investment decisions, workplace supervisory practices, counterproductive behaviors, emotions in teamwork, CEO behavior, emotional intelligence, work-family balance, knowledge sharing and emotional labor. Taking this series’ esteemed reputation a step further, Emotion in Organizations: A Coat of Many Colors ushers the field into a new era in the ever-evolving world of work.Table of ContentsChapter 1. Introduction to A Coat of Many Colors; Neal M. Ashkanasy, Ashlea C. Troth, and Ronald H. Humphrey Chapter 2. I Need to Move it, Move it! How Physiological Needs Influence Feelings, Motivation, and Interest in Learning Situations; Benjamin Apelojg Chapter 3. Why Do Angel Investors Make the Decision to Continue Screening: The Role of Affective Experiences and First Impressions; Kirsi Snellman, Henri Hakala, and Katja Upadyaya Chapter 4. Abusive Supervision Dispersion: An Affective Events Theory Perspective; Hieu Nguyen, Neal M. Ashkanasy, and Stacey Parker Chapter 5. A Counterbalance to Supervisors' Abusive Feedbacks: When Employees' Strategic Emotional Intelligence Dampens Revenge without Triggering Off Forgiveness Intentions; David Hampton-Musseau Chapter 6. Negative Feedback, Emotion Regulation, and Task Performance: A Moderated Mediation Model; Hamidreza Harati, Neal M., Ashkanasy, and Mahsa Amirzadeh Chapter 7. Exploring the Rhetoric of the Emotionally (Un)intelligent CEO in Times of Crisis; Christophe Haag and Marion Wolff Chapter 8. Work-family Enrichment: Prospects for Enriching Research; Ronald H. Humphrey, Chao Miao, and Anthony Silard Chapter 9. “It Comes with the Territory”: A Fluoroscopy of Emotional Labor; Rebecca Dickason Chapter 10. A Conceptualisation of a Joyful Leadership Style; Katie McIntyre, Wayne Graham, Rory Mulcahy, and Meredith Lawley Chapter 11. Work Motivation and Knowledge Sharing: The Roles of Team-Member Exchange, Justice Perceptions, Organizational Rules, and Climate for Trust; Paulina Wojciechowska-Dzięcielak and Neal M. Ashkanasy Chapter 12. Conclusion to a Coat of Many Colors; Neal M. Ashkanasy, Ashlea C. Troth, and Ronald H. Humphrey

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Book SynopsisAs the world becomes increasingly interconnected and cross-cultural contexts gain prominence, leaders can no longer ignore the global dimensions of leadership. The way we study leadership must be informed by processes that take place beyond and across borders. The way we practice leadership cannot ignore the cultural basis of our thoughts and actions. This book provides cutting-edge perspectives on the impact that globalization is having on the study and practice of Global Leadership. To explore these various facets of Global Leadership, The Study and Practice of Global Leadership has been divided into three parts. In part I, we define what is meant by globalization and its facets, including political, economic, and social integration. In part II, the authors examine the proliferation of Leadership Programs in schools across the globe, focusing on initiatives in China, Japan, New Zealand, and Australia. In part III, the book highlights the challenges that practitioners face when they translate theoretical insights into on-the-ground action. In the spirit of offering a wide variety of applied topics, the reader will have an opportunity to see how Global Leadership plays a role in the multinational corporate setting, Sub-Saharan African countries, international development, immigration, and gender equality.Table of ContentsPART I. The Connection between Leadership and the Global Context Chapter 1. Leadership in the New Global Context; Gama Perruci Chapter 2. In Search of a Shared Narrative of Leadership; Beth Fisher-Yoshida Chapter 3. How Technology and Globalization are Changing the Nature of Leadership; Amber A. Johnson, Tina Huesing, James D. Ludema, and Brett Hinds Chapter 4. Homo Ubuntu Leadership for the 21st Century; Éliane Ubalijoro and Sean Lee Chapter 5. Global Identity and Global Leadership: Becoming, Knowing and Doing Differently; Kathleen A. Curran PART II. The Study of Global Leadership Chapter 6. University Based Leadership Education for Professionals Working in the Globalized Context; Wendy E. Rowe and Wanda Krause Chapter 7. Yin and Yang: Opposing Viewpoints on Western-Based Leadership Studies Programs in Mainland China; Jeff Bourgeois and Brett Whitaker Chapter 8. International Immersions for Graduate Students of Global Leadership; Jennie L. Walker and Yulia Tolstikov-Mast Chapter 9. Recent Developments in College Leadership Education in Japan; Mikinari Higano PART III. The Practice of Global Leadership Chapter 10. Leading Corporations in the U.S. and Other National Settings: What Will Be Common to Their Leadership, and What Will Be Different?; Michael Useem Chapter 11. The Practice and Impact of Leadership in a Sub-Saharan Context; Trisha Gott, Brandon Kliewer, Kaitlin Long, and Mary Tolar Chapter 12. The Impact of Globalization on Leadership in International Development; Randal Joy Thompson Chapter 13. Immigration as a Leadership Crucible among Global Leaders; Marco Aponte-Moreno Chapter 14. From a Sea of Grey to a Sky of Blue: Global Women Leaders Providing Rays of Hope; Lorraine Stefani Chapter 15. Leadership Challenges from the Edge of Experience in the Global Crisis Context; Michael Cox and James Warn

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Book SynopsisShortlisted for The Business Book Awards 2022: Smart Thinking category Answer Intelligence: Raise your AQ is a book about six answers: story, metaphor, theory, concept, procedure, and action. By fully incorporating questions into those answers, Brian Glibkowski showcases how readers can not only elevate their understanding of questions and answers, but also reimagine what it means to communicate effectively. The book identifies five High AQ practices that distinguish expert communicators. Featuring chapters which each cover a different form of AQ such as Sales AQ, Interview AQ, Coaching AQ, and more, the book includes real-life examples of elevated answers. With contributions from representatives of organizations such as Salesforce, Center for Healthcare Innovation, Boston Mutual Life Insurance, as well as academics, the book provides comprehensive insight into AQ from across the professional and research spaces. Giving readers access to an app allowing them to do an AQ self-assessment, the author equips his audience to use the skills and behaviours presented to improve and hone their own AQ.Table of ContentsPart 1. Answer Intelligence (AQ) Introduction Chapter 1. Answers deserve our attention Chapter 2. AQ came from the Golf Course Chapter 3. AQ Explained Using AQ Part 2. 5 High AQ Practices Chapter 4. High AQ Practice 1: Provide six answers Chapter 5. High AQ Practice 2: Answer twice Chapter 6. High AQ Practice 3: Provide complements Chapter 7. High AQ Practice 4: Answer with style Chapter 8. High AQ Practice 5: Answer in context Chapter 9. Behavioral and Cognitive Markers of High AQ Part 3. AQ Conversations Chapter 10. Interview AQ Chapter 11. Sales AQ Chapter 12. Coaching AQ Chapter 13. Brand AQ Chapter 14. Wealth Management AQ Chapter 15. Physician AQ Chapter 16. Learning and AQ Part 4. Do we need AQ? Yes Chapter 17. Communication Chapter 18. Intelligence

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Book SynopsisIn his fourteen years as CEO of Tesco, Sir Terry Leahy not only turned the company into the largest supermarket chain in the UK but also transformed it into a global enterprise. As a result, Sir Terry is now one of the world's most admired business leaders, widely acclaimed for his drive, flair and no-nonsense approach.In Management in 10 Words he draws on his experience and expertise to pinpoint the ten vital attributes that make successful managers and underlie great organisations, explaining:- Why initial failure often leads to ultimate success.- Why profits stem from a company's values, not its day-to-day business.- Why competition should always be welcomed.- Why simplicity leads to innovation.- Why trust is the bedrock of effective leadership.The result is an inspiring, thoughtful and supremely practical guide that will prove invaluable to all managers in all types of organisation.Trade ReviewShould be required reading for anyone running a business, or indeed any organisation -- Chris Blackhurst * Evening Standard *An insight into Sir Terry’s influences, his management style, the techniques he used to deliver results and his recollections on the genesis of some of his numerous achievements – Management in 10 Words is a revelation * The Grocer *This is the authentic voice of the man … the nearest any outsider is likely to get to understanding what motivated one of Britain’s most successful businesspeople * Financial Times *The most inspiring autobiography you will read this year * Daily Mail *Enlightening * Independent *

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Book SynopsisIdeal as an introduction and as a quick reference, Key Concepts in Critical Management Studies explores the essential concepts used within the field today. Specially edited and written by a range of international experts, key ideas are succinctly explained and illustrated beyond a simple definition. Further reading suggestions and cross-referencing provide the reader with means to develop their knowledge further. With over 50 entries, from Actor Network Theory to Utopianism, readers have instant access and explanation of the most influential concepts in CMS literature. Clear and engaging, this will provide strong support for all courses involving critical management and is a perfect resource for anyone with an interest in this field. Table of ContentsIntroduction: What Is Critical Management Studies? Accountability Aesthetics Alternative Organization American Pragmatism Actor-Network Theory (ANT) Bureaucracy Business Ethics Capitalism and Anti-Capitalism Class Colonialism and Post-Colonialism Commodity Fetishism Consumer Culture Corporate Social Reporting Corporate Social Responsibility Corporation Critical Accounting Critical Human Resource Management Critical International Management Critical Marketing Studies Critical Realism Critical Theory Deconstruction Dialectics Discourse Environmentalism Feminism Gender Globalisation Governmentality Hegemony Hermeneutics Identity Ideology Immaterial Labour Labour Process Theory Managerialism Marxism and Post-Marxism Materiality McDonaldization Neo-Liberalism Paradigm Political Economy Postmodernism Post-Structuralism Power Queer Theory Reflexivity Sexuality Subjectivity and Subjectivation Surveillance Utopia and Utopianism

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Book SynopsisThis book critically discusses the role of technology for counter-terrorism in general, and for securing our vulnerable open societies in particular. It is set against the backdrop of the terrorist threat posed by the combined forces of Al Qaeda and ISIS/Daesh in the foreseeable future. The book commences by illuminating current and foreseeable tactics and weapons used by these implacable enemies – weapons that may well include chemical, biological, radiological and potentially even nuclear (CBRN) devices. In a second part, it introduces technologies already available or in development that promise an increase in safety and security when it comes to the dangers posed by these terrorists. This part also includes a critical discussion of advantages and disadvantages of such technologies that are, quite often, sold as a ‘silver bullet’ approach in the fight against terrorism. Controversies such as those triggered by the abuse of millimeter wave scanners deployed at several Western European airports will demonstrate that there are costs involved with regard to human rights. The third, analytical part takes the critical discussion further by arguing that the uncritical fielding of new surveillance and control technologies in parallel with the on-going outsourcing and privatization of key services of the state could well lead to dystopias as envisaged in a rather prescient way by the so-called cyperpunk novels of the 1980s. The book concludes with the question that any liberal democracy should ask itself: how far can we go with regard to hardening our societies against terrorist threats?Trade Review“Lehr’s book is a very useful tool for both academics and practitioners to get an overview of how our social world has been changing by the complex coexistence of (still) open societies, the threat of terror, surveillance/security mechanisms, and the many aspects of digitalisation. Counter-Terrorism Technologies captures an intriguing age of transition that one day might make more sense for posterity than it does now for us. … thanks to the critical-analytical approach.” (Zsófia Hacsek, Behavioral Sciences of Terrorism and Political Aggression, December 22, 2020)Table of ContentsIntroduction: Terrorism as a Threat to Open Societies.- Part 1: Barbarians at the Gates: ‘Sinful’ Cities.- Actions: The Return of Urban Guerillas.- Reactions: The New (Para-) Military Urbanism.- Consequences: The Urban Space as a (Limited) Battlespace. Part 2: ‘Our Silicon Will Win’: The Role of Technology in Urban Counter-Terrorism.- Identification: Biometrics, or a Real-Time 'Who is Who'.- Prediction and Postdiction: Real-Time Data Mining and Data Analytics.- Detection: Scanning and 'Sniffing' Technologies.- Surveillance and Observation: The All-Seeing Eye of Big Brother.- Protection: Defensible Spaces.- Threat Displacement Instead of Threat Eradication: Come Concluding Caveats.- Part 3: Brave New Cities: The Law of Unintended Consequences.- The Quest for Silver Bullets: Implications for our Construction of Citizenship.- Archipelagos of Fear: CT Technology and the Securitization of Everyday Life.- Undemocratic Means: The Rise of the Surveillance State.- Democracy Transfigured: The Dawn of the 'Umpire State'.- Outlook: The Need for 'Critical' Critical Infrastructure Studies.

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

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

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Book SynopsisHow do you develop business in a world certain to be dominated by Internet of Things, Artificial Intelligence, and the Economy of Things?This book brings together leading scholars from academia, established practitioners, and thought-leading consultants who analyse and provide guidance to answer this question.Case studies, checklists, success factors, help readers get a grip on this fast-paced development. At the same time, the authors do not shy away from addressing the hurdles and barriers to implementation.This book provides an essential food-for-thought for leaders and managers, both visionary and pragmatic, who are faced with the responsibility of steering their business through these challenging, yet exciting, times.Table of ContentsPart I: Exploring the Networked Economy.- Connected Business: Creating Value in the Networked Economy.- Platform Economy: Converging IoT Platforms and Ecosystems.- Ecosystems: Unlocking the Potentials of Innovation Beyond Borders.- Digital Health Interventions.- Mobility: From Autonomous Driving Towards Mobility-as-a-Service.- Industry 4.0: Navigating Pathways Toward Smart Manufacturing and Services.- Decentralized Platform Ecosystems for Data and Digital Trust in Industrial Environments.- Sustainable AIoT: How Artificial Intelligence and the Internet of Things Affect Profit, People, and Planet.- Part II: Management Strategies for Connected Business.- Digital Transformer’s Dilemma: Innovate Twice to Survive.- Experimenting: What Makes a Good Business Experiment?.- Driving Connected Business Initiatives: Do’s and Dont’s.- AI for Decision-Making in Connected Business.- Cybersecurity: Balancing Efficiency with Long-Term Resilience in Connected Ecosystems.- Patent Strategies in the Networked Economy.- Part III: Case Studies on Connected Business.- Bosch IoT Suite: Exploiting the Potential of Smart Connected Products.- GF Machining Solutions: Real-Time Manufacturing Process in a Cloud Environment.- Linde: Business Value with Connected Cylinders in Hospitals.- ABB: Creating Value with Open Smart Home Automation Systems.- Covestro: Digital Technical Services as New Business Model for the Polymer Processing Industry.- BASF: Precision Farming with Lark Bread Initiative.- AgriCircle: Innovating Agricultural Ecosystems.- AGL Energy: Moving to the Connected and Orchestrated Customers.- EnBW SMIGHT: Addressing the Energy and Mobility Transition as Electricity Grid Operator.- Siemens: UK’s First Fully Converted Electric Avenue “W9”.- Groupon: Managing a Rapidly Growing Platform with Scale-Up Metrics.- Marquard Media: 4Player’s Learning DNA to Survive Disruptions.- Vontobel: Rethinking Wealth Management.- Cambridge Analytica: Magical Rise, Disastrous Fall.

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Book SynopsisThis book explores how digitalization and digital technologies influence markets, firms, financial institutions and organizations. Drawing on examples from Canada, Poland, France, Albania, Africa and Turkey this book takes a truly international perspective. It explores the technical aspects of digitalization, with chapters examining topics like how digitization creates value in a small company, how digital-driven business drives innovation, how import-exporting firms can increase productivity within the digital economy and how financial systems and institutions evolve due to new technologies. However, the book goes beyond this and, by adopting a holistic view, examines the social impact of digitalization, with the authors discussing how trade unions and employers present Industry 4.0 to employees and the general public. This book will be of interest to anyone studying digital innovation, digital management, digital strategy, Fin Tech, firm management, and Industry 4.0.Chapter 1 is available open access under a Creative Commons Attribution 4.0 International License via link.springer.com.Table of Contents1. Introduction: Digitalization as a Driver of the Contemporary Economy (Paweł Marszałek, Milena Ratajczak-Mrozek)2. Digital Transformation: An Analysis of the Role of Technology Service Providers in Montreal's Emerging AI Business Program (Diane-Gabrielle Tremblay, Amina Yagoubi, Valéry Psyché)3. Digitalization and the Process of Creating and Appropriating Value by Small Companies - The Network Approach (Aleksandra Hauke-Lopes, Milena Ratajczak-Mrozek, Marcin Wierzeczycki)4. Digital-Driven Business Model Innovation: the Role of Data in Changing Companies' Value Logic (Ancillai Chiara, Marinelli Luca, Pascucci Federica)5. Economic Structure, Globalization, Governance, and Digitalization: Global Evidence from Digital-Intensive ICT Trade (Mehmet Demiral, Özge Demiral)6. The Digitalization of Contracts in International Trade and Finance: Comparative Law Perspectives on Smart Contracts (Cristina Poncibò)7. Industry 4.0 in the Messages Publishes by Employers and Trade Unions in France, Germany, Poland, and the United Kingdom (Michał Pilc, Beata Woźniak-Jęchorek, Katarzyna Woźniak, Dawid Piątek)8. The Impact of Digitalization on Human Capital Skills and Talent Flows in the Financial Industry: A Graph Theory Approach (Héctor Díaz-Rodríguez, Miriam Sosa, Alejandra Cabello)9. East Asia and East Africa: Different Ways to Digitalize Payments (XU Qing)10. Digitalization and the Transition to a Cashless Economy (Paweł Marszałek, Katarzyna Szarzec)11. Identifying the Financial Drivers of Bitcoin Price in Times of Economic and Policy Uncertainty: A Threshold Analysis (Teodora Cristina Barbu, Iustina Alina Boitan, Raluca Crina Petrescu, Cosmin Cepoi)

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Book SynopsisAs drivers of climate action enter the fourth decade of what has become a multi-stage race, Net Zero has emerged as the dominant organizing principle. Hundreds of corporations and investors worldwide, together responsible for assets in the tens of trillions of dollars, are lining-up for the UN Race to Zero. This latest stage in the race to save civilization from heat, drought, fires, and floods, is defined by steering toward zeroing out greenhouse gas emissions by 2050. Settling Climate Accounts probes the practice of Net Zero finance. It elucidates both the state of play and a set of directions that help form judgements about whether Net Zero is going to carry climate action far enough. The book delves into technical analyses and activates the reader’s imagination with narrative accounts of climate action past, present, and future. Settling Climate Accounts is edited and authored by Stanford University faculty and researchers. The first part of the book investigates the rough edges of Net Zero in practice, exploring questions of hedging risk, Scope 3 emissions, greenwashing, and the business of asset management. The second half looks at states, markets, and transitions through the lenses of blended finance, offsets, debt, and securitization. The editors tease out possible solutions and raise further questions about the adequacy and reach of the Net Zero agenda. To effectively navigate the road ahead, the editors call out the need for accountability and ask: who is in charge of making Net Zero add up? Settling Climate Accounts offers context and foundation to ground the rapidly evolving practice of Net Zero finance. Targeted at seasoned practitioners, newly activated leaders, educators, and students of climate action the world over, this book embraces the complexity of climate action and, in so doing, proposes to animate and drive hope.Table of ContentsIntroduction.- Part I: The Dynamics of Net Zero Finance.- 1.A Portfolio Approach to Hedging Climate Risk.- 2.Carbonwashing: ESG Data Greenwashing in a Post-Paris World.- 3.The Road from Scope Three to Net Zero.- 4.Fixing the Plumbing: Asset Management, Clean Energy Technology, and The Valley of Death.- Part II: Beyond Net Zero: States, Markets, and Transition.- 5.Blended Finance for State-led Decarbonization.- 6.A Natural Approach to Net-Zero.- 7.A Note on Transition Bonds and Finance.- 8.Securitization as a Model for an Equitable Transition.- Conclusion.

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Book SynopsisShared value is a management strategy in which companies find business opportunities in social problems. While philanthropy and CSR focus efforts focus on “giving back” or minimizing the harm business has on society, shared value focuses company leaders on maximizing the competitive value of solving social problems in new customers and markets, cost savings, talent retention, and more.This book takes the concept of shared value to the next level, with the concept of “Me to We” (also abbreviated as “M2W”) and discusses the current state of the business-environment-government relationship and shows how the shared value model can contribute to each entity. Citing real cases and examples from multiple industries, the authors show that shared value promotes shareholder interests while serving as a successful business strategy. Chapters explore the emerging phenomenon of shared value, the shareholder-stakeholder comparisons, the role of government in the stakeholder environment, shared value as it related to competitiveness, and operational issues such as implementation, communication, and leadership in their relationship to shared value.Readers will find useful strategies of Me to We and its implementation by firms that have become leaders in their market. They will receive ideas and insights into business strategies that will overshadow CSR activities as a differentiation or brand development strategy of the past.Featuring interviews with corporate executives offering their perspectives on shared value, this book will discuss shared value within the context of business and society, competitiveness, and globalization.Table of Contents

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