Management and management techniques Books

Book SynopsisThe capacity to innovate is a fundamental resource for organizations as well as the true wealth of a society. To contribute fully to the prosperity of an organization, region or country, the innovation process - which is not only technology-based - requires the implementation of knowledge dynamics between domains that are often treated in isolation. This dynamic is based on a synergy between humans and intelligent machines. For several years, innovation has been omnipresent and part of strategic matters. The word "innovation" is in the headlines of reports, articles and business media, and is also the subject of events, projects, think tanks, clubs and blogs. Several forums on social networks are devoted to its various facets. It is a global phenomenon. This book introduces the concept of "e-co-innovation" which brings a better understanding of the successful transition from idea to reality and ultimate value. The motivation behind this book is to introduce a global and system overview of the subject, to present the various aspects of innovation from different angles and perspectives to finally bring the reader to an understanding of all ecosystem components, their metamorphoses, cross-influences and possible impacts on the balanced development of people, businesses, regions and countries.Table of ContentsForeword xi Introduction xiii Chapter 1. Global Landscape of Innovation 1 1.1. Innovation in the world 1 1.2. Innovation in Europe 18 1.4. The future of innovation 29 Chapter 2. A Multi-faceted Innovation 31 2.1. The pieces of the kaleidoscope 31 2.2. From invention to innovation 32 2.3. A few definitions of innovation 34 2.4. Innovation spectrum 38 2.5. Innovation paradoxes 56 Chapter 3. From Innovation to E-co-innovation 59 3.1. Awakening consciousness 59 3.2. The traditional innovation process 61 3.3. Why and when innovate? 69 3.4. Role of the customer in the innovation process 70 3.5. Integrating environmental aspects 76 3.6. E-co-innovation or innovating differently 82 3.7. Innovating in a knowledge economy 87 Chapter 4. Knowledge and Skills to E-co-innovate 89 4.1. Information or knowledge? 89 4.2. The knowledge necessary to innovate 90 4.3. Which skills are essential to e-co-innovate? 104 4.4. Measuring the organizational capacity to innovate 110 4.5. Mobilizing imagination, collective intelligence and technology 113 Chapter 5. Knowledge Management – Collective Human-Machine Intelligence 115 5.1. Amplifying intelligence 115 5.2. The role of computers in the e-co-innovation process 116 5.3. Knowledge management 128 5.4. Building knowledge flow 136 Chapter 6. Innovating Technological Innovation 143 6.1. Researchers, R&D and innovation 143 6.2. Technological innovation actors 148 6.3. Contexts and ambitions 149 6.4. Motivations, evaluations and promotion 154 6.5. What is the role of education? 163 6.6. Some initiatives to transform technological innovation in economic values 165 6.7. Financing and return on investment 172 6.8. Proposal: technological innovation in the knowledge economy 179 6.9. The future of research187 Chapter 7. Innovation for Territorial Development 189 7.1. The economic situation of regions and cities 189 7.2. Strategies and actions in favor of regional development 195 7.3. Some initiatives in favor of territorial growth by innovation 204 7.4. Removing obstacles to development 210 7.5. Development in the knowledge economy 214 7.6. Innovating for a prosperous future 219 Inventing the Future 221 Glossary 223 Bibliography 227 Index 245

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Book SynopsisIn our time of dramatic worldwide change, can business leaders meet the challenges of the marketplace and the needs of people, communities, and the planet? Merchants of Vision profiles 40 business leaders who are successfully working to do just that. James Liebig interviewed dozens of business women and men in 70 organizations from 14 countries. He found executives, entrepreneurs, CEOs, and consultants who recognize business's pervasive global influence and have found ways to use that influence to affect positive change in people's lives and meaningful growth in their businesses. In Merchants of Vision they share their beliefs, experiences, and creative actions. Visionary yet down-to-earth, these real-life portraits provide viable business strategies for: o enhancing social equity, o protecting the natural environment, o fostering human creativity, o serving higher purposes, including spiritual, service, and community values, o behaving ethically, o providing transformational leadership. Representing a variety of business enterprises in the United States, Latin America, Europe, and Asia, innovators profiled include, for example: o Elliot Hoffman, president of Just Desserts in San Francisco; o Jacqueline Cambata, president of Phoenix Chemical in Virginia; o Mara Adela Palcos, director of Rio Abierto Institute in Buenos Aires; o Marjorie Kelly, editor and publisher of Business Ethics magazine; o Eckart J. Wintzen, president of BSO/ORIGIN, computer custom software services in The Netherlands; o Joe Jaworski, head, Business Environment Section, Shell International Petroleum Co. Ltd., in London, England; o Jagdish Parikh, managing director, Lemuir Group of Companies in Bombay, India; o Carol Frenier, president, The Advantage Group, Inc., specialty advertising in Vermont; o Meryem Le Saget, directeur, Institut de L'Expansion, Group Expansion, business seminars and conferences in Paris, France; o Heini Lippuner, chairman, executive committee, Ciba-Geigy Limited, chemical manufacturing in Basel, Switzerland; o Robert V. Adams, president of Xerox Technology Ventures in California. These are people of action and integrity who sustain themselves with the creative friction between their idealism and their knowledge of the real world. Their experiences-addressing issues of personal responsibility and product quality, expanding markets and shrinking natural resources, technological advancement and cultural preservation-reveal ways businesses must adapt to survive, thrive, innovate, and lead.

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Book SynopsisThis newly revised edition demonstrates how action learning can be used to address today's increasingly complex organizational challenges. Profiling such global leaders as LG, Sony, and Boeing, Marquardt shows how these and other organizations have flourished by discovering how to optimize the power of action learning. Packed with extensive enhancements, including new international case studies, and more strategies to introduce and maintain action learning programs within an organization, Optimizing the Power of Action Learning delivers an innovative and fresh perspective - making it a must-have for any organization looking to heighten competitive advantage and sustain success.Trade ReviewAction and learning are crucial to sustained organizational success. Mike Marquardt knows this and his book provides proven, practical, and useful thinking tools, techniques, and examples. -- Mike Stonier, Senior Manager, University of Pretoria’s Gordon Institute of Business Science, Johannesburg, South AfricaMarquardt’s teachings have allowed Sony Music leaders to realize their greatest potential for solving problems: not by overwhelming a discussion with conflicted answers, but by asking powerful questions and reflecting on one’s own leadership skills. That alone has made Optimizing the Power of Action Learning one of the most vital instruments of our leadership transformation success. -- Kathy Chalmers, Executive Vice President & Chief Human Resources Officer, Sony Music EntertainmentA must-read for anyone who wants to improve the effectiveness of people and organizations. -- Doug Bryant, Director of Organizational Development, Honeywell Transportation SystemsMike Marquardt is the key thought leader in action learning. In introducing this unique but simple process to our executive leaders, we have garnered huge benefits in problem definition and resolution, as well as in higher-level thinking and the acceleration of organizational learning. -- Helen Goldson, VP Talent Management, Goodrich Corporation

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Book SynopsisKnowledge Management (KM) encompasses a wide range of tools and methods that are at the heart of the information and communication society and provide solutions that rely as much on organization as on technology. This title brings together contributions from authors from a range of countries who are recognized as leading figures in this field, both in an academic and a practical sense. It describes the strategic aspects of KM and defines the underlying principles in terms of management, life cycle, process, methods and tools involved in this discipline. Several approaches to the running of KM within organizations are then discussed. The influence of KM on the performance of a company is analyzed and guidelines are given on various KM approaches that can be used to achieve specific goals. Finally, several case studies of companies that have put KM at the heart of their organizational strategy are given to demonstrate how this approach has been put into practice. Given the practical approach taken by this book and the considerable advantages that a good handling of KM can bring to an organization, this title will be of great interest to those involved in this field.Table of ContentsPreface 15 PART 1. Introduction 21 Chapter 1. Introduction to Knowledge Management 23 Jean-Louis ERMINE 1.1. Introduction 23 1.1.1. Knowledge: a strategic value for the firm 23 1.1.2. Objectives of KM 23 1.1.3. KM: a new and complex approach 24 1.2. The two types of approaches to KM 24 1.2.1. Knowledge elicitation 25 1.2.1.1. Tacit knowledge elicitation 25 1.2.1.2. Knowledge extraction 26 1.2.1.3. Supporting technologies for explicit (elicited) KM 27 1.2.2. Tacit KM 27 1.2.2.1. The functioning modes of knowledge communities 28 1.2.2.2. Knowledge community supervision 29 1.2.2.3. Supporting technologies for knowledge communities 30 1.3. The key factors of success in KM processes 31 1.3.1. The water lily strategy 31 1.3.1.1. The pilot project(s) 33 1.3.1.2. The federation of KM projects 33 1.3.1.3. Project deployment 34 1.3.2. Change factors 34 1.4. KM: an action for continuous progress 35 1.4.1. Knowledge cartography 36 1.4.2. The repository of KM processes 37 1.4.3. The KM actions 39 1.4.4. Piloting processes and actions 41 1.5. Conclusion 41 1.6. Bibliography 42 Chapter 2. Can One Identify and Measure the Intangible Capital of the Enterprise? 45 Patrick EPINGARD 2.1. The intangible capital: an essential and elusive concept 47 2.2. Immaterial measurement: a theoretical enigma? 54 2.3. Conclusion 62 2.4. References 63 Chapter 3. Complexity Theory: Dynamics and Non-Linearity are the Only Reason for Knowledge Management to Exist 65 Walter BAETS 3.1. Introduction 65 3.2. The knowledge era 66 3.3. The complexity paradigm 68 3.4. What should be understood by KM: the corporate view 73 3.5. Research perspective on KM 75 3.6. References 77 PART 2. Academic Studies 79 Chapter 4. Value Creation through Intangibles: Emerging Good Practice 81 Nigel COURTNEY, Clive HOLTHMAN and Chris HENDRY 4.1. Introduction 81 4.2. A remedy for our times 83 4.3. Dispensing with the mystery 84 4.4. Value creation in the 21st century 88 4.4.1. Selecting an approach 88 4.4.2. Taking a balanced view 90 4.5. Evidence of good practice 90 4.5.1. Theme 1: brand value 91 4.5.1.1. B&Q 91 4.5.1.2. Whitbread 92 4.5.2. Theme 2: knowledge 93 4.5.2.1. Bloomberg 93 4.5.2.2. The UK Fire & Rescue Service 94 4.5.3. Theme 3: innovation 95 4.5.3.1. Intercos 95 4.5.3.2. mmO2 96 4.5.4. Theme 4: reporting intellectual capital 97 4.5.4.1. Austrian Research Centers (ARC) 97 4.5.4.2. Celemi 98 4.6. Key messages 99 4.7. About the authors 100 4.8. References 101 Chapter 5. Learning-by-Doing Knowledge Externalization: From Boundary Objects to the Emergence of Tacit Knowledge 103 Jean-Michel VIOLA and Réal JACOB 5.1. Learning-by-doing KM 104 5.2. A process of externalization: knowledge strategy at Power Corp 105 5.2.1. Mapping as a knowledge audit and mapping as scenario planning 107 5.2.2. Criticality assessment scales as decision rules 107 5.2.3. Modeling as a learning tool, as co-creation of knowledge 107 5.2.4. Plans as road maps addressing more specifically the need for tacitness 108 5.3. The tacit output of externalization: the importance of boundary objects 108 5.3.1. Externalization creates critical boundary objects 109 5.3.2. Refining the classical definition of tacit knowledge 109 5.3.2.1. Tinkering 110 5.3.2.2. Judgment 110 5.3.2.3. Connectivity 110 5.3.2.4. Coordination 111 5.4. Conclusions and lessons learned 111 5.5. Bibliography 112 Chapter 6. Approaches and Methods for Valuing Knowledge Management Performance 115 Aurélie DUDEZERT 6.1. KM performance: the aims of an evaluation 116 6.1.1. The knowledge-based view: a theoretical relation between KM and organizational performance 116 6.1.2. What is performance for KM? 117 6.1.3. What is KM? 118 6.2. Method of research and inquiry 119 6.3. Macro-organizational approaches to valuing KM performance 119 6.3.1. The competitive performance of KM 120 6.3.2. The financial performance of KM 121 6.4. Micro-organizational approaches to valuing KM performance 122 6.4.1. The process-based approach to the performance of KM 122 6.4.2. The systemic approach to the performance of KM 123 6.5. Conclusion 124 6.6. References 124 Chapter 7. ICIS for Knowledge Management: The Case of the Extended Enterprise 131 Imed BOUGHZALA 7.1. Introduction 131 7.2. Concepts and definitions 132 7.2.1. Inter-company co-operation and the extended enterprise 132 7.2.2. ICIS and KM 132 7.3. MeDICIS 135 7.4. Models for ICIS design 138 7.4.1. The business model 138 7.4.2. The co-operation model 139 7.4.3. The agent model 140 7.4.4. The communication model 141 7.4.5. The co-ordination model 142 7.4.6. The CPS model 143 7.5. Discussion 144 7.6. MeDICIS life cycle 145 7.7. Conclusion 146 7.8. About the author 147 7.9. References 147 Chapter 8. Knowledge Management and Environment Scanning: A Methodological Guide to Improving Information Gathering 149 Thierno TOUNKARA 8.1. Introduction 149 8.2. Modeling of the interaction process between the corporate knowledge of the firm and its environment 150 8.3. General approach 151 8.3.1. Requirements specification for environment scanning 151 8.3.2. Description of the approach 151 8.4. Knowledge book 153 8.4.1. Methodological tools 154 8.4.1.1. Methodological tools for MASK application 154 8.4.1.2. Classification of the knowledge to be modeled according to the type of environment scanning 155 8.4.2. Case study: Renault 157 8.5. Construction of axes 157 8.5.1. Construction of a partition 159 8.5.1.1. Methodological tools for the elaboration of a partition 159 8.5.1.2. The grid of criteria for the grouping of the models into classes 159 8.5.1.3. The grid of semantic links 161 8.5.1.4. Renault case study: an example of grouping by connectivity 162 8.5.2. Extraction and grouping of information into classes 162 8.5.3. Identification of themes 163 8.5.3.1. Qualitative evaluation grid for the criticality of themes 163 8.5.3.2. Approach and illustration 163 8.5.4. Construction of the visual synthesis 164 8.6. Elaboration of the “environment scanning focus” 165 8.7. Evaluation of our approach 167 8.8. Conclusion 167 8.9. References 168 Chapter 9. The Concept of “Ba” within the Japanese Way of Knowledge Creation 171 Pierre FAYARD 9.1. A Japanese concept 172 9.2. “Elementary, my dear Watson!” 173 9.3. The Human Health Care (HHC) program 176 9.4. Shaping a new way of functioning for organizations 178 9.5. References 179 9.6. Further reading 179 PART 3. Club Workshop Studies 181 Chapter 10. The Knowledge Maturity Model 183 Jean-François TENDRON 10.1. Introduction 183 10.2. Work methodology of the commission on “Aspects économiques de la gestion des connaissances” (economic aspects of KM) 184 10.3. The Knowledge Maturity Model (KMM) 186 10.4. Use of the KMM 188 10.4.1. Raising consciousness about KM 188 10.4.2. Evaluation of a community’s maturity in terms of KM 190 10.4.2.1. Example of evaluation 190 10.4.2.2. Example of reactions 192 10.5. Perspectives 193 10.6. Conclusion 194 10.7. References 195 Chapter 11. Knowledge Mapping: A Strategic Entry Point to Knowledge Management 197 Gérard AUBERTIN 11.1. Why map corporate knowledge? 197 11.2. What knowledge and competencies should be mapped? 199 11.3. How is knowledge/competency mapping performed? 202 11.3.1. Defining the mapping goal 202 11.3.2. Identifying knowledge 202 11.3.2.1. Conceptual approach to identifying knowledge 203 11.3.2.2. Process-based approach to identifying knowledge 204 11.3.2.3. Identifying knowledge using automatic mapping tools 205 11.3.3. Building the areas of the knowledge map 205 11.3.4. Representing knowledge: the area-based mapping model 206 11.3.4.1. Formal model 206 11.3.4.2. The graphical model 208 11.4. What are the operational uses and mapping tools? 209 11.5. Knowledge mapping and criticality study 210 11.5.1. Defining criticality 210 11.5.2. The criticality study as risk assessment 210 11.5.3. Defining critical factors 211 11.5.4. Preparing an assessment schedule and performing the criticality study 212 11.5.5. Calculating area criticality 213 11.5.5.1. Different critically average values 213 11.5.5.2. Assessments differences 214 11.5.5.3. Non-discriminating criterion 214 11.5.6. Analyzing results 215 11.6. How to manage a mapping project 215 11.6.1. Opportunity study 215 11.6.2. Managing change 215 11.6.3. Action principles 216 11.7. Conclusion 216 11.8. Bibliography 216 Chapter 12. Knowledge Management and Innovation (Innovation Maturity Model) 219 Jean-Marie BEZARD 12.1. Introduction 219 12.2. The evolution and path dependence hypothesis 220 12.3. Innovation factors 221 12.3.1. Case studies 221 12.3.2. The Innovation Maturity Model (IMM) 221 12.4. Conclusion 224 12.5. References 225 Chapter 13. Technology and Knowledge Management (Technology Maturity Model) 227 Olivier LEPRETRE 13.1. Introduction 227 13.2. Knowledge diffusion vehicle 228 13.3. The limits of the diffusion of knowledge 231 13.4. The need for global vision 235 13.5. The Technology Maturity Model (TMM) 236 13.6. Following a TMM approach 237 13.7. Application of TMM 239 13.5. References 242 PART 4. Case Studies 243 Chapter 14. Once-upon-a-time Knowledge Management at Mann+Hummel Automotive France 245 Nathalie LE BRIS 14.1. The increasing importance of knowledge sharing for Mann+Hummel France 245 14.2. An approach based on core knowledge cartography 246 14.2.1. What are the needs of the employees? 246 14.2.2. A cartography that allows us to build an action plan 247 14.2.3. Actions from the Nonaka virtuous circle 250 14.2.4. A well appreciated approach 252 14.3. Implementation of lessons learned 252 14.4. Knowledge explicitation 253 14.5. Sharing of explicit knowledge 254 14.6. Direct transfer of knowledge 255 14.7. KM: an everyday task based on people more than on technology 255 Chapter 15. Thales System Engineering Community of Practice: A Knowledge Management Approach 257 Cécile DECAMPS and Michel GALINIER 15.1. Introduction 257 15.2. The knowledge sharing approach 258 15.3. The Systems Engineering Community of practice at Thales 259 15.4. Why is there a KM portal dedicated to the Systems Engineering Community? 260 15.5. The Systems Engineering portal 262 15.5.1. Functionalities supporting SE community animation and management 262 15.5.2. Functionalities supporting access to SE community people and competencies 263 15.5.3. Functionalities supporting access to documents and other kinds of content 263 15.6. Rolling out/organization 265 15.7. The associated support organization 265 15.8. Balance and perspectives 266 15.9. Bibliography 267 Chapter 16. Appraising the Knowledge in a Radio-pharmacy Center based on Process Mapping and Knowledge Domain Cartography 269 Rita Izabel RICCIARDI and Antonio Carlos DE OLIVEIRA BARROSO 16.1. Introduction 269 16.2. The importance of knowledge identification and evaluation within organizations 270 16.3. The case study 270 16.3.1. History and context of the Radio-pharmacy Center 270 16.3.2. The Center profile and key comments on its knowledge issues 272 16.4. The KM project 275 16.4.1. Study of processes 275 16.4.2. Knowledge identification (“enabling knowledge”) 275 16.4.3. Construction of the knowledge cartography 276 16.4.4. “Criticality” analysis 277 16.4.5. Setting up a KM plan of action 279 16.5. References 279 Chapter 17. Case Study: Knowledge Preservation for a Nuclear Reactor 281 Marta EPPENSTEIN 17.1. Introduction 281 17.1.1. Atucha-type reactors 282 17.2. Practical approaches 282 17.2.1. Strategy analysis 282 17.2.1.1. Different approaches to the map 283 17.2.1.2. Identification of knowledge axes 284 17.2.2. Identification of the critical knowledge: approaches 285 17.2.2.1. Rare or unable of replacement 285 17.2.2.2. Usefulness for the company 285 17.2.2.3. Difficult to obtain 286 17.2.2.4. Difficult to use 286 17.2.3. Building the knowledge map 287 17.2.4. Knowledge server 287 17.3. Technical development: analysis factors 289 17.3.1. Knowledge transfer and capitalization 289 17.3.2. Human resources 290 17.4. Conclusion 291 17.5. References 291 17.6. Further reading 292 The Authors 293 Index 295

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Book SynopsisThe inability to set good strategy can sink a company -- and a leader's career. A recent Wall Street Journal study revealed that the number one most sought after executive skill by organisations is strategic thinking, but few leaders have that skill set. In this book, Rich Horwath dissects the three most important elements of strategic thinking, breaks them down into simple and attainable skills, and shows readers how to apply them every day. He provides managers with a clear path to mastery of three disciplines: 1) Acumen -- generate critical insights through a step-by-step evaluation of the busi-ness and its environment; 2) Allocation -- focus limited resources of time, talent, and money; 3) Action -- implement a system to guarantee effective execution and communica-tion of strategy throughout the organisation. This book is based on research with senior executives from more than 150 companies and Horwath's own experience as a professional strategist. Armed with the knowl-edge from this book, every reader can become an expert strategist and an invaluable member of his or her organisation.

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Book SynopsisThis 4 CD set (from a book of same name) came as Schantz's response to a deep calling to create one volume that contained the best of the principles, practices and conscious skills for the leaders of the 21st Century organization. Schantz distilled the learning from his coaching, mastermind, studies in leadership, spirituality and psychology, plus many years of professional management experience and observation. [i]75 Principles of Conscious Leadership[/i] is a compendium of the conscious skills of leadership, human communication, human motivation and mentoring. It is designed to be listened to repeatedly, featuring time-honored disciplines of effective communication and spiritual consciousness, foundational to leadership as a life's practice. Woven through all of the principles are the qualities of compassion, service, and contribution. As the audio book portrays, the principles and practices of leadership comprise a discipline, a lifelong experience learned through continual refinement. Mastering effective leadership requires commitment, as all transformation starts from within. They are available to anyone who embraces them into their professional lives and relationships.

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Book SynopsisInterviews with innovative business leaders and compelling case studies reveal today's best practices for customer and employee loyalty, high profits and sustainability, and a fulfilling work culture in businesses of all sizes. Dan Sachs guides established and emerging businesses as they strengthen employee morale, customer retention, and profits. In The Million Dollar Greeting, he interviews cutting-edge leaders from large and small companies that are consistently profitable with their success directly tied to exceptional customer satisfaction and employees who rank their company among the top places to work. The original words of the business owners, including their practices, are shared and analyzed by Sachs and instructional takeaways are written for the business world as it exists today and with consideration for expected changes over the coming years. Topics covered include answering the question of what modern-day customer service is and why it matters in the digital age; what interpersonal practices lead to brand loyalty, high financial rewards, and the retention of top employees; how to create a dynamic work culture and the best ways to support employees of different age groups; and what practices will grow increasingly critical for businesses to implement over the coming years. Among the business leaders interviewed in the book and companies given as case examples are: Rob Siefker of Zappos Mark Hoplamazian of Hyatt Hotels Ari Weinzweig of Zingerman’s Delicatessen Steve Hindy of Brooklyn Brewery Mike McDerment of FreshBooks Richard Coraine of Union Square Hospitality Group Paul Speigelman of BerylHealth Jerrod Melman of Lettuce Entertain You Enterprises Nick Sarillo of Nick’s Pizza & Pub For all entrepreneurs, managers, and employees eager to see their company thrive, this insightful volume reveals how to make your business stand out from competitive companies, how to be effective in your position, and how to make sure fulfillment and success define your business in today’s competitive climate and for years to come. Trade Review“Dan Sachs embodies all the principles of hospitality in abundance, and his career is a testament to his passion and dedication for this hard work. His deep knowledge of the industry—and his thoughtful and thorough research—is a gift to anyone who finds fulfillment in hospitality.” —Danny Meyer, CEO of Union Square Hospitality Group and Founder of Shake Shack “The Million Dollar Greeting is ‘the real deal’ for anyone trying to build a business that relies on excellent customer service to differentiate its product or service in this age of the internet. Dan Sachs and Janet Scott have distilled the secrets of creating a workforce that is inspired and committed. Particularly valuable is their focus on gaining the best from the millennial generation. And the book is so readable that once you pick it up you will not want to put it down—a remarkable achievement for a business book. I loved it.” —Robin Smith, Chairman, Publishers Clearing House “The Million Dollar Greeting is going to help ripple some great thoughts and get people moving more in line with how the world is thinking today, or how more of the world should be thinking.” —Jon Dwoskin, Host of the THINK Business with Jon Dwoskin podcast “Dan’s the man, and I loved his book—very team centric. We all know that it takes all of us to get the job done, and you’ve got to focus on the team. Buy his book!” —Chip Lutz, president of Unconventional Leadership and former lieutenant commander in the US Navy “BRAVO Dan Sachs on providing such incredible insights on the roadmaps that guide GREAT Leaders and their organizations. The stories and experiences shared are excellent learning lessons on core values that create terrific companies and cultures, especially as organizations embrace the millennial generation and refocus employee engagement and customer service excellence.” —Misty M. Johanson, Dean of Driehaus College of Business. DePaul University “In The Million Dollar Greeting, Dan Sachs taps into the wisdom of some of the most insightful entrepreneurs in the country. Follow their examples, and your customers will love you.” —Bo Burlingham, Inc. Magazine columnist and author of Small Giants: Companies that Choose to Be Great Instead of Big and Finish Big: How Great Entrepreneurs Exit Their Companies On Top “The Million Dollar Greeting is a compelling study of companies that win through the common characteristics of exceptional leadership and corporate cultures authentically focused on serving customers and inspiring employees. Dan Sachs profiles a diverse group of businesses and discerns patterns and lessons that have applicability to all businesses.” —Michael Chae, Senior Managing Director and Chief Financial Officer at The Blackstone Group “Whether your business is in restaurants, hotels, healthcare, or another field, reading The Million Dollar Greeting will make you a more effective leader.” —Douglas Drachman, MD, FACC, Director at Massachusetts General Hospital and Assistant Professor of Medicine at Harvard Medical SchoolTable of ContentsIntroduction: A Brief (But Necessary) History of Customer Service It All Starts with Hospitality, Baby Section 1: The Evanglists Zingerman's: Laser-Focused on Customer Service Nick's Pizza & Pub: Employees in Charge BerylHealth: Everyone Deserves a “Thank You” Section 2: The Transformers Zappos: If You're Not Changing, You're Dying FreshBooks: It's All about the Rock Stars—a.k.a. Customer Service Brooklyn Brewery: Education Section 3: The Pragmatists Lettuce Entertain You: Consistency for the Brand and the Customer Union Square Hospitality: Start at Square One—HIRING Hyatt: Top-Down Empathy Lessons Learned

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Book SynopsisThe COVID-19 crisis has taken precious lives and devastated the global economy. It has also revealed chinks in our supply chains. Not only did manufacturers find themselves scrambling unsuccessfully to find new suppliers when their Asian sources shut down, but the Western world experienced across- the-board shortages of essential consumer packaged goods for the first time in decades. The Blockchain has the potential to minimize these kinds of pandemic disruptions. In this book, the contributors show how the Blockchain can fix longstanding problems that make the business of getting goods to the customer so slow and expensive, especially in a crisis. Today's supply chains are complex, as they move things through trucks, planes, boats, and trains. Too many parties rely on a hodgepodge of documents and intermediaries to do business, which makes it slow and expensive to get goods to the customer. That's why, in a pandemic, an uninformed consumer might reasonably believe that toilet paper won't be available for many months. Enter blockchain—the Internet of Value. For the first time in human history, individuals and organizations can manage and trade their assets digitally peer to peer. In doing so, they will reinvent global commerce and how we exchange value. This will transform the best practices of operations, logistics, procurement and purchasing, transportation, customs and border control, trade finance and insurance, manufacturing, and inventory management. Supply Chain Revolution identifies what leaders should be doing now to prepare their organizations for the inevitable decentralized future. With contributions from some of the world's top experts, this book provides a view of the fast- approaching future of global supply chains, ripe for disruption at every level and in every role. Enterprise executives and entrepreneurs alike will find ideas and opportunities to learn, discuss with all their stakeholders, and decide how best to participate in the blockchain revolution.Trade Review"An invaluable collection of industry research. The hyper-convergence of blockchain, the Internet of Things, and artificial intelligence/machine learning will enable accuracy and new business models where our customer will enjoy supply chains that are trusted, decentralized, and open." Robert B. Carter, Chief Information Officer, FedEx Corporation

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Book SynopsisFrom the coauthor of the bestseller Blockchain Revolution comes the foundational book on cryptoassets, decentralized finance, and the transformation of value. In tune with the crypto Zeitgeist, Alex Tapscott brings us a well-researched and highly accessible book on the peer-to-peer marketplaces and open economic systems that are supporting new digital assets like NFTs, CBDCs, stablecoins, crypto derivatives, and more. Tapscott writes, If bitcoin was the spark for the financial services revolution, then DeFi and digital assets are the accelerant. The fire will engulf firms that fail to innovate, adapt, and embrace this hot new industry. The conflagration will suck oxygen from centralized systems and blow it into a new decentralized web. The financial phoenix that rises will be virtually unrecognizable from the system we have today. This book is about more than dislocating market intermediaries. It's about Web 3's unleashing new business models and organizational capabilities that will transform existing industries and redefine the architecture of our institutions. Leaders ignore these signs at their own risk.Table of ContentsContents Preface7 Chapter 1: Digital Asset Revolution9 Introduction: The building blocks of disruption10 The rise of digital assets and the future of financial services10 Web 3 and the new Internet of value11 The Golden Nine: Essential functions of the financial industry12 A taxonomy for digital assets14 Decentralized finance is eating Wall Street16 DeFi: A new architecture for the financial system16 The Golden Nine: How DeFi is reimagining Wall Street16 A taxonomy of digital assets28 Cryptocurrencies aka digital money29 Protocol tokens30 Central bank digital currencies33 Non-fungible tokens35 Stablecoins37 Securities tokens40 Governance tokens43 Exchange tokens45 Natural asset tokens46 Implementation challenges of DeFi47 The technology is not ready for prime time47 The energy use is unsustainable48 Governments will stifle or twist it48 Powerful incumbents of the old paradigm will usurp it49 The incentives are inadequate for adoption: The bootstrapping problem49 Blockchain is a job killer49 Governance is like herding cats50 Criminals will use it50 Conclusion: The coming conflagration50 Chapter 2: Cosmos and Polkadot for the Enterprise51 Interoperability in brief51 The challenge of interoperability52 Introducing Cosmos53 Cosmos origins and ethos53 The core technology components of Cosmos54 Metrics of Cosmos success57 Introducing Polkadot58 Polkadots origins and ethos59 The core technology components of Polkadot60 How enterprise can use Polkadot63 The Polkadot ecosystem and its impact64 What do decision makers need to know?65 Key similarities65 Key differences66 Conclusions on interoperability69 Chapter 3: The Promise of Community-Owned Prediction Markets70 Prediction markets in brief70 The promise of prediction markets71 Classic use case: Sports and political betting71 The problems of sportsbooks72 The perils of centralized betting exchanges72 The centralized governance problem74 The future is clear: Community-owned betting markets74 Introducing the crypto network75 Problems with decentralized governance77 Introducing prediction market-based governance79 Governance design for a simple prediction market79 Conclusion: The inevitability of crypto networks82 Chapter 4: Going Cashless with CBDCs82 Webinar in brief82 Introduction: A new paradigm for money83 Disruptive technology makes for new policy options84 Overview of the digital dollar86 How digital currencies differ from other financial assets86 Attributes of the digital dollar87 The need for infrastructure innovation88 Roadmap to a new banking system88 Attributes of a digital global reserve currency89 The goal of modernizing global economic architecture91 The need to modernize global financial regulation92 Conclusions: This is just the beginning93 Diversity makes for a healthy marketplace93 Blockchain will transform other financial assets93 Currency innovation will unleash economic innovation95 Chapter 5: Introduction to Stablecoins96 Stablecoins in brief96 The context for stablecoins97 The economics behind the protocols99 Governance of stablecoins101 Gold or bitcoin, a stable commodity?103 Types of stablecoins104 Asset-collateralized stablecoins104 Non-collateralized stablecoins111 Hybrid stablecoin models113 Top stablecoins114 Tether (USDt)115 USD Coin (USDC)116 Binance USD (BUSD)118 Dai (DAI)119 Frax (FRAX)120 TrueUSD (TUSD)121 Paxos Dollar (USDP)122 Gemini (GUSD)123 Using stablecoins: A few ideas125 Conclusion and review127 Chapter 6: Financial Derivatives with Blockchain and Smart Contracts128 Blockchain-based derivatives in brief128 Derivative contracts on blockchains129 Levels of applications130 Standardization, transparency, and interoperability130 Collateral, settlement, and automation132 Derivatives on public blockchains133 LuxDeco and the worlds first cryptobon

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Book SynopsisThe greatest threat we face is not robots replacing us, but our reluctance to reinvent ourselves.We live in an age of wonder: cars that drive themselves, devices that anticipate our needs, and robots capable of everything from advanced manufacturing to complex surgery. Automation, algorithms, and AI will transform every facet of daily life, but are we prepared for what that means for the future of work, leadership, and creativity? While many already fear that robots will take their jobs, rapid advancements in machine intelligence raise a far more important question: what is the true potential of human intelligence in the twenty-first century?Futurist and global nomad Mike Walsh has synthesized years of research and interviews with some of the world's top business leaders, AI pioneers and data scientists into a set of 10 principles about what it takes to succeed in the algorithmic age. Across disparate cultures, industries, and timescales, Walsh brings to life

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Book Synopsis

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Book Synopsis

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Book Synopsis

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Book Synopsis

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Book Synopsis

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Book Synopsis

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Book Synopsis

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Book Synopsis

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Book Synopsis

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Book Synopsis

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