Management and management techniques Books

Book SynopsisDue to its strong growth, HRS Company has run into problems. Decisions are made too slowly, communication is poor, and team spirit has hit rock bottom. In short, HRS has become a sluggish organisation. As its newly appointed CEO, Kris has to put the company back on its feet. But how do you transform an organisation and truly make it future-proof? This book introduces the Sociocracy 3.0 framework as a practical guide to creating agile and meaningful organisations. Sociocracy 3.0 provides a toolkit for any company that seeks to work more consciously and effectively on the basis of equality, collective intelligence and a flexible organisational structure.

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Book SynopsisExploring the dos and don’ts of sustainable corporate innovation, this book explains the most frequently made mistakes and highlights the most common pitfalls in the innovation process. To remain successful, organisations must be able to respond effectively to the fast pace of change or even stay one step ahead of it. To make this possible, it is crucial to look at the future in the right way. This means embracing uncertainty, seizing opportunities and recognising threats in good time. Through the author's insightful and knowledgeable text, you will gain greater insight into the technological evolutions of the next 10 years and discover how this insight can be turned into a concrete approach that will build future-proof and successfully innovating companies and organisations.

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Book SynopsisTable of Contents1. The Entrepreneurial Life. 2. Integrity, Ethics and, Social Entrepreneurship. 3. Starting a Small Business. 4. Franchising and Buyouts. 5. The Family Business. 6. Visualizing the Dream: The Business Model and Business Plan 7. The Marketing Plan. 8. The Organizational Plan: Teams, Legal Structures, Alliances, and Directors. 9. The Location Plan. 10. Understanding a Firm's Financial Statements. 11. Forecasting Financial Requirements. 12. A Firm's Sources of Financing. 13. Planning for the Harvest. 14. Building Customer Relationships. 15. Product and Supply Chain Management. 16. Pricing and Credit Decisions. 17. Promotional Planning. 18. Global Opportunities for Small Business. 19. Professional Management and the Small Business. 20. Managing Human Resources. 21. Managing Operations. 22. Managing the Firm's Assets. 23. Managing Risk in the Small Business.

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Book Synopsis“A road map for restoring dignity and compassion.” —Adam Grant, New York Times best-selling author of Give and Take An urgent yet hopeful analysis of the twenty-first-century surge in dehumanization, and how we can reverse it.Trade Review"A brilliant, timely reminder of how the power of humanity touches all aspects of our lives." -- Jonah Berger, author of Contagious"What does it mean to be human? What does it mean to see others as fully human? In this compelling book, Adam Waytz shows how the answer to these questions can help us reduce human conflict and improve lives." -- Carol Dweck, author of Mindset"[Adam Waytz] employs copious amounts of scientific, psychological, and corporate research as well as firsthand experience to provide a road map to a more people-friendly world.… Knowledgeable insights and solutions for increasing sensitivity and overall humane functioning in an often cold world." -- Library Journal"An interesting foray into the realm of emotional intelligence." -- Kirkus Reviews"This is an enlightening book about human-ness, the inherent value it provides, and how we are losing it.… Waytz argues that it’s a poor choice when we allow present-day forces of separation to take the human from our relationships: the relation gets removed, leaving just the ships, passing at sea." -- Robert B. Cialdini, author of Influence and Pre-Suasion"Adam Waytz is a leading thinker about the issues arising from the emerging era of pervasive human-machine interaction. Drawing from his social psychology foundation, The Power of Human offers important insight and practical suggestions to master this new definition of humanity." -- Brad Keywell, CEO of Uptake

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Book SynopsisStrategic Management: Creating Competitive Advantages, Eleventh edition, written by authors Dess, McNamara, Eisner, and Sauerwald continues its tradition of being readable, relevant, and rigorous. Its engaging writing style minimizes jargon to maximize readability. It provides examples from management practice and societal themes including environmental sustainability, ethics, globalization, entrepreneurship, and data analytics to make the content relevant. It draws on the latest research by management scholars and insights from executives to balance accessibility with rigor. They provide separate chapters on the role of intellectual assets in value creation (Ch. 4), entrepreneurial strategy and competitive dynamics (Ch. 8), and fostering entrepreneurship in established organizations (Ch. 12). Table of ContentsPART 1: STRATEGIC ANALYSIS Chapter 1: Strategic Management: Creating Competitive Advantages Chapter 2: Analyzing the External Environment of the Firm Chapter 3: Assessing the Internal Environment of the Firm Chapter 4: Recognizing a Firm’s Intellectual Assets: Moving beyond a Firm’s Tangible Resources PART 2: STRATEGIC FORMULATION Chapter 5: Business-Level Strategy: Creating and Sustaining Competitive Advantages Chapter 6: Corporate-Level Strategy: Creating Value through Diversification Chapter 7: International Strategy: Creating Value in Global Markets Chapter 8: Entrepreneurial Strategy and Competitive Dynamics PART 3: STRATEGIC IMPLEMENTATION Chapter 9: Strategic Control and Corporate Governance Chapter 10: Creating Effective Organizational Designs Chapter 11: Strategic Leadership: Creating a Learning Organization and an Ethical Organization Chapter 12: Managing Innovation and Fostering Corporate Entrepreneurship PART 4: CASE ANALYSIS Chapter 13: Analyzing Strategic Management Cases

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Book SynopsisIn the spring of 2010, Harvard Business School's graduating class asked HBS professor Clay Christensen to address them--but not on how to apply his principles and thinking to their post-HBS careers. The students wanted to know how to apply his wisdom to their personal lives. He shared with them a set of guidelines that have helped him find meaning in his own life, which led to this now-classic article. Although Christensen's thinking is rooted in his deep religious faith, these are strategies anyone can use. Since 1922, Harvard Business Review has been a leading source of breakthrough ideas in management practice. The Harvard Business Review Classics series now offers you the opportunity to make these seminal pieces a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world.

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Book SynopsisThis big initiative could make or break this fiscal year--or your career.Managing a successful strategic initiative may be the key to transforming your company--and propelling your career forward. Yet running a cross-functional team on a high-profile project can present a multitude of challenges and risks, causing even the most experienced manager to struggle.The HBR Guide to Managing Strategic Initiatives provides practical tips and advice to help you manage all the stages of an initiative's life cycle, from buy-in to launch to scaling up.You'll learn how to: Win--and keep--support for your new initiative Move rapidly from approval to implementation Assemble transformative, high-performing initiative teams Maintain the confidence of sponsors and stakeholders Stay on schedule and within budget Avoid initiative overload by killing projects that aren't meeting business needs Keep multiple initiatives in strategic alignment Arm yourself with the advice you need to succeed on the job, from a source you trust. Packed with how-to essentials from leading experts, the HBR Guides provide smart answers to your most pressing work challenges.

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Book SynopsisThe most definitive management ideas of the century, all in one place.Harvard Business Review is the foremost destination for smart management thinking. Now, at its 100th anniversary, this commemorative volume brings together the most influential ideas since its inception.With an introduction written by editor in chief Adi Ignatius, HBR at 100 features business publishing's most influential voices on innovative topics, including: Michael E. Porter on competitive strategy Clayton M. Christensen on disruptive innovation Tim Brown on design thinking Linda A. Hill on being a first-time manager Daniel Goleman on emotional intelligence Erik Brynjolfsson and Andrew McAfee on artificial intelligence Robert Livingston on racial equity at work Amy C. Edmondson and Mark Mortensen on psychological safety Robert B. Cialdini on the science of persuasion W. Chan Kim and Renée Mauborgne on blue ocean strategy Gary Hamel and C.K. Prahalad on strategic intent Peter F. Drucker on managing yourself Whether you're a longtime reader or you're picking up an HBR volume for the first time, this book offers all you need to understand the most critical ideas in management.Trade Review"Find here a fascinating canvas of C-suite strategies, conflicts, norms, and creeds. Wise CEOs distinguish between inflection points and fads. This is an illuminating look into how that is done and to what effect." — McKinsey

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Book SynopsisHow do you make the most of the volunteers who give their time to your organisation? Engaging people, giving them a great experience and balancing the needs of your organisation is an essential skill. These are the key strategic issues covered in this comprehensive guide for recruiting, selecting, involving and rewarding volunteers effectively.Ensure you get it right by gaining from the knowledge and experience gathered in this single volume by leaders in their field. This guide captures the essential information anyone managing volunteers. If you've just been given responsibility for volunteers in addition to your main role, or you're a dedicated Volunteer Manager, this book is for you. It will also be useful for other management and senior management roles to understand the work involved in effectively engaging volunteers. It includes: * Current trends in volunteering and how to make the most of current opportunities * How to match the right volunteers to the right roles * Creating a comprehensive volunteering programme * Measuring the impact of volunteering in meeting your aims * How to improve strategy and working relationships for your organisation.Trade Review‘This book provides extensive guidance on effective volunteer management, matching people to the right roles and creating an effective volunteering strategy. It is a valuable resource for everyone who works in this hugely significant aspect of our lives.’ Baroness Grey-Thompson, DBE, DL [from the Foreword] ; ‘A valuable source of information for anyone seeking to empower and support volunteers through effective management, enablement and support. The book is well researched, clearly presented and easy to navigate quickly.’ Rebecca Kennelly, Director of Volunteering for Royal Voluntary Service

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Book SynopsisHow to Use Behavioural Design to Create Change in the Real WorldIn this ground-breaking book, author Morten Münster presents a set of rules that individuals and companies can follow to bring about necessary change.Using behavioural design and an accessible four-step method, he shows how people can be persuaded to do one thing instead of another and thereby achieve success.By examining an array of examples drawn from business, government, various public groups and institutions he demonstrates how the rules can be learned and applied in different contexts.

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Book SynopsisTraditional organizations struggle with market changes. Agile Management uses small teams and customer feedback to adapt quickly. "The Age of Agile" shows how this approach can make companies more innovative and globally competitive.

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Book SynopsisIn Holacracy, Brian J Robertson outlines a ground-breaking approach to organisation: no managers, only roles''Holacracy is the opposite of the cliché way to run a start-up. It creates clarity: who is in charge of what, and who makes each kind of decision'' - Evan Williams, cofounder of Blogger, Twitter and MediumIn traditional companies, managers make decisions, and workers execute the plan. But Holacracy is a revolutionary and tried-and-tested new system which turns everyone into a leader. The organisation looks like a nest of circles, not a pyramid -- but it''s not anarchy. It''s finally clear who should make each decision -- the person on the frontline has that authority -- and the organisation succeeds by adapting swiftly to pursue its purpose.In Holacracy, pioneer Brian Robertson explains how to adopt this system across your organisation -- and what you can do just within your department or for yourself -- and how to ovTrade ReviewHolacracy is the opposite of the cliché way to run a startup. People romanticize startup cultures and their lack of structure, but it creates anxiety and inefficiency, whether we have to build consensus around every decision, or deal with land grabs for power. In contrast, Holacracy creates clarity: who is in charge of what, and who makes each kind of decision - and there is a system for changing that, so it's very flexible at the same time -- Evan Williams, co-founder of Twitter and MediumThis book reminds me of a book that I must have read 100 times during my quest to become a better poker player. The first reading will most likely result in a complete paradigm shift, and you'll gain new insight every single time you reread it, especially when interspersed with actual practice playing the game on a regular basis. I highly recommend this book as your 'Holacracy Bible' if you're looking to explore a new way of working -- Tony Hsieh, CEO of Zappos and author of the #1 New York Times bestseller Delivering HappinessHolacracy is a difficult concept to understand, but its founder Brian Robertson breaks it down simply and thoroughly. Regardless of your conclusion about the system's potential, it is undoubtedly the alternative management approach that will be getting the most attention over the next few years as we see how it affects thousands of employees around the world. -- 20 business books to read this summer * World Economic Forum 'Agenda' *engagingly straightforward * Bloomberg *

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Book Synopsis''Dave Alred is the coach who helped Jonny Wilkinson keep his cool. We can all learn from him'' Matthew Syed, bestselling author of Black Box Thinking and Rebel Ideas''Dave Alred is a genius. There is simply no-one around to match him in his field'' Jonny Wilkinson _____________________________LEARN TO THRIVE UNDER PRESSURE WITH A LEADING PERFORMANCE COACHPressure is everywhere. Whether it''s the stress of hitting an important work deadline, an upcoming job interview, or an end of year exam, it gets the better of us all sometimes. So, how can we achieve our best under pressure and use it to our advantage?In The Pressure Principle, Dave Alred shares eight practical, ground-breaking lessons that you can easily apply to your day-to-day life to help you deal effectively with pressure and perform at your very best. After years of teaching, researching, and coaching, Alred has seen first-hand the consequences that pressure can produce and has created the ultimate universal guide to overcoming this for anyone who needs it. His lessons include: Mastering the physical symptoms of anxiety Understanding the power of language Improving our skills and ability to think effectively when under pressure The power and importance of practice Managing our expectations under pressure Alleviating sensory shut down when extreme pressure hitsNo matter what life throws at you, Dave Alred will equip you with the techniques to face it. _____________________________''Dr Dave Alred is one of the world''s most respected performance coaches'' Mr Porter''Dave Alred''s infectious enthusiasm is legitimate [...] The principles are universal'' TelegraphTrade Review'It gave me pointers that maybe I'd been missing out on [...] a tremendous help''The definitive guide to dealing with challenges, from the coach who taught Jonny Wilkinson how to deal with pressure. Dave Alred's ground-breaking principles will help you deliver your best at home, at work and in sport''Dr Dave Alred is one of the world's most respected performance coaches [...] brings together a vast amount of wisdom on the subject''I can comfortably say that he is the most complete coach I have come into contact with''Brilliant just enough information, just enough gossip about sports stars, this is the perfect present for me''Dave Alred is a genius. There is simply no-one around to match him in his field' -- Jonny Wilkinson'Dave Alred is the coach who helped Jonny Wilkinson keep his cool. We can all learn from him' -- Matthew Syed

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Book Synopsis''A manifesto for twenty-first-century leadership packaged in a fun and engaging story. Buy this book and get it in the hands of everyone in your company'' Darren Hardy, publisher, Success magazineBen is a young manager who has been charged with persuading 500 employees to agree to a merger. Facing an impossible battle, he seeks the advice of an old friend, who introduces him to eccentric Aunt Elle.In the week leading up to the crucial employee vote, Aunt Elle teaches Ben about the power of influence and positive persuasion. Ben also meets with the company''s top executives, coming back with a new leadership lesson each time. Ben finally learns the critical principle so many people in power fail to grasp: it''s not about me, it''s about you.Written with a light touch and filled with practical advice, this book will resonate with all who aspire to influential leadership.Trade ReviewIt really isn't about you. It's about your team, your customers, your community, and your legacy. Share this book with those you care about -- Seth Godin, New York Times bestselling author of LinchpinA manifesto for twenty-first-century leadership packaged in a fun and engaging story. Buy this book and get it in the hands of everyone in your company -- Darren Hardy, publisher, Success magazineThis book captures the essence of life and leadership -- John C Maxwell, New York Times bestselling author of The 21 Irrefutable Laws of Leadership

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Book SynopsisNigel Slack is an Emeritus Professor of Operations Management and Strategy at Warwick Business School, an Honorary Professor at Bath University, and 'Honorary Fellow of the European Operations Management Association'. He is an educator, consultant, and writer with a wide experience in many sectors. Alistair Brandon-Jones is a Full Chaired Professor in Operations and Supply Chain Management, and Head of the Information, Decisions, and Operations Division at the University of Bath, School of Management. He is also an Adjunct Professor for Hult International Business School and Danish Technical University. Nicola Burgess is Professor of Operations Management at the School for Business and Society, University of York. Nicola has worked extensively with public sector organisations and so brings her understanding of operations management and improvement in a public sector context. Nicola is also a visiting scholar at Warwick

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Book SynopsisGenerative AI and the remote-work revolution show us every day that we''re in a new era. The rules and norms have changed—and so must leadership.And yet, coercive bureaucracy, hierarchy, and control—old ways of thinking and working—are still with us, a deep-seated and powerful legacy. We are living through a profound transition from an old, industrial era to a new one that is digital, transparent, and complex.In this important new book by former dean of Harvard Business School Kim Clark, written with his business school professor son, Jonathan, and management consultant daughter, Erin, the dynamic struggle between two competing paradigms of leadership is compellingly illustrated: an old paradigm that involves control and power over people versus a new one that enables and inspires power through people.With rich examples and stories, the authors show how deeply ingrained the legacy model of leadership remains and how destruc

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Book SynopsisInstant Wall Street Journal Bestseller!Congratulations, you''re a manager! After you pop the champagne, accept the shiny new title, and step into this thrilling next chapter of your career, the truth descends like a fog: you don''t really know what you''re doing.That''s exactly how Julie Zhuo felt when she became a rookie manager at the age of 25. She stared at a long list of logistics--from hiring to firing, from meeting to messaging, from planning to pitching--and faced a thousand questions and uncertainties. How was she supposed to spin teamwork into value? How could she be a good steward of her reports'' careers? What was the secret to leading with confidence in new and unexpected situations?Now, having managed dozens of teams spanning tens to hundreds of people, Julie knows the most important lesson of all: great managers are made, not born. If you care enough to be reading this, then you care enough to be a great manager.

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Book SynopsisTHE SUNDAY TIMES BESTSELLER''Bill''s passion for innovation and teamwork was a gift to Apple and the world. Trillion Dollar Coach has captured his tireless spirit so future generations can learn from one of our industry''s greatest leaders''-TIM COOK, CEO, Apple ''Bill shared his wisdom generously, expecting nothing back but the joy he got from teaching others. I was privileged to have him as my coach for several years. Many times since then, when asked for advice by others, I think of Bill and try to live up to the example he set.'' -SHERYL SANDBERG, COO, Facebook Bill Campbell played an instrumental role in the growth of several prominent companies, such as Google, Apple, and Intuit, fostering deep relationships with Silicon Valley visionaries, including Steve Jobs, Larry Page, and Eric Schmidt. In addition, this business genius mentored dozTrade ReviewSchmidt, Rosenberg and Eagle have written both an ode to this self-effacing man who preferred to stay in the shadows, and a guide to the way Campbell brought people on ... The book explains Campbell's various approaches to getting the best out of people * Financial Times *

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Book SynopsisAn updated edition of the international bestseller with inspirational stories and new resources to transform your life. Imagine a workplace where everyone chooses to bring energy, passion and a positive attitude to the job every day. In this engrossing parable, a fictional manager has the responsibility of turning a chronically unenthusiastic and unhelpful department into an effective team.Seattle''s Pike Place Fish is a world famous market that is wildly successful thanks to its fun, bustling, joyful atmosphere and great customer service. By applying ingeniously simple lessons learned from the Pike Place, our manager discovers how to energise and transform her workplace.Addressing today''s most pressing work issues with an engaging metaphor and an appealing message, FISH! offers wisdom that is easy to grasp, instantly applicable, and profound.Trade ReviewThis is one fish story that doesn't exaggerate. It shows you how changing your attitude lets you enjoy your work and your life. Hook into it, it's quite a catch! - Spencer Johnson, author of Who Moved My Cheese?I recommend their book to anyone, on any level, who wants to make a difference at work. - Hyrum Smith, co-chairman Franklin Covey Co.The story of the world famous Pike Place Fish market is fantastic. But this book is not just about selling fish; it's a love story that can happen in your organisation too. - Ken Blanchard, from the Foreword

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Book SynopsisThe president and CEO of Scandinavia Airlines details how to restructure an organization so that customer needs take priority, how to best utilize employees who deal directly with customers, and how to increase employee motivation.

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Book SynopsisTrade Review“The Prosperity Paradox has the power to transform our thinking about philanthropy and social good. As we continue to grapple with how to lift people out of poverty, Clay Christensen, Efosa Ojomo and Karen Dillon provide a new and innovative solution for millions of people around the world. It’s a must-read for anyone with an interest in global affairs who wants to create a truly thriving society.” — Arianna Huffington, Founder & CEO, Thrive Global “The Prosperity Paradox will fundamentally change the conversation about the role of philanthropy in development. As Christensen, Ojomo, and Dillon capture perfectly, to tackle truly important problems, we need to reset our current thinking. Market-creating innovation needs to play a critical role in enabling a path out of poverty through market-driven solutions. Most foundations do not exercise the power they have to provide catalytic capital to engage in high risk ventures that may unlock sustainable replicable and scalable game changing solutions.” — Irene Pritzker, President & Chief Executive Officer, IDP Foundation, Inc. “Clayton Christensen’s latest book The Prosperity Paradox is a must-read. Powerful, persuasive, and wonderfully written, Christensen and his coauthors make a compelling case for the game-changing role of innovation in some of the world’s most desperate economies.” — Eric Schmidt, Former Executive Chairman of Google and Alphabet “The Prosperity Paradox is a manifesto and a call to action for those who recognize that our survival depends on creating opportunity. This book will help innovators be more compassionate. And the compassionate be more innovative.” — Tom Fletcher, CMG, former UK Ambassador and author of The Naked Diplomat “The Prosperity Paradox by Clayton Christensen, Efosa Ojomo, and Karen Dillon is a timely must-read on the mindset change that turns poverty into opportunity and enables the creation of sustainable prosperity. As World Bank Treasurer, I saw first-hand how the innovative approaches described in this compelling easy to read primer empowers development practitioners and businesses to seek out these profitable opportunities.” — Arunma Oteh, former World Bank Treasurer “The rise of any economy, local or global, must be fueled by innovative entrepreneurs willing to build new markets. With The Prosperity Paradox, Christensen, Ojomo, and Dillon offer powerful insight and guidance on how we can channel our efforts to create jobs, generate growth, and impact individual lives all over the world.” — Steve Case, Chairman & CEO of Revolution and co-founder of AOL “Prosperity Paradox is the most important business book since Peter Drucker. It will dramatically change all initiatives on development and well beyond – starting with venture capital and entrepreneurship. It is a must-read for anyone who cares about sustainable economic development.” — Eduardo Braun, Leader of the Advisory Board, Buenos Aires Innovation Park and author of People First Leadership “The Prosperity Paradox perfectly illustrates the need for investment and support for local innovators. Christensen, Ojomo and Dillon show how real entrepreneurs have created booming businesses in low- and middle-income countries, while generating economic growth. This book is necessary for any entrepreneur who wants to create positive and lasting change, and for any government official or investor who wants a better way to spur global development.” — Matias Recchia, Co-Founder and CEO of IguanaFix “I can’t recommend this book highly enough. Christensen, Ojomo, and Dillon deeply understand both the challenges and opportunities of innovating in unexpected places – and the satisfaction of creating a market that enables prosperity to thrive.” — Richard Leftley, Chief Executive Officer of MicroEnsure

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Book SynopsisA practical action plan for businesses seeking to adapt and grow in today’s digital market.Trade ReviewSeldom have the effects of digital change on legacy businesses and innovators alike been so succinctly explained. David L. Rogers uses frameworks and case histories to illustrate how and why the times they are a changin'. And more importantly, exactly how to adapt. -- Bob Garfield, cohost of NPR's On the Media In this indispensable (and highly readable) guide, Rogers shares what we can learn from today's greatest digital innovators. Packed with illuminating case studies and practical tools, The Digital Transformation Playbook maps out clear strategies for thriving in the digital age. Don't start a business without it. -- Neil Blumenthal, cofounder and co-CEO, Warby Parker Everyone talks about digital transformation, but here's your chance to truly do it well. David Rogers provides a roadmap that every executive should read. If you're not part of the transformation of your business, it will just happen without you. Read this book and get started! -- Sree Sreenivasan, Chief Digital Office, The Metropolitan Museum of Art Every so often, a book comes along that takes a subject that is mysterious and complex and drills down to its essential essence. Think of David Rogers's The Digital Transformation Playbook as your secret weapon for getting ahead of the extremely disruptive innovations transforming business at a breathtaking speed. You can't afford not to know this stuff! -- Rita McGrath, author of The End of Competitive Advantage Rogers expertly captures the moment we're in-the swiftly changing business landscape brought on by the digital revolution-and gives practical guidance for the decisions every business must make if they want to stay relevant. -- Russell Dubner, president and CEO, Edelman U.S. Rogers explains the changes at the heart of the digital revolution. More importantly, he shows us that change is possible and how any business, no matter its age or industry, can adapt to grow for the future. -- Bernd Schmitt, author of The Changing Face of the Asian Consumer Millions of business executives at all levels are puzzled by how to adapt to the digital world. This book makes the 'solution' to the puzzle quite accessible. -- Bill Duggan, author, Strategic Intuition: The Creative Spark in Human Achievement This well-written work presents applications and techniques that would serve well company managers and students of business. Library Journal (starred review) With practical frameworks and nine step-by-step planning tools, he distils the lessons of today's greatest digital innovators and makes them usable for businesses at any stage. Accountancy IrelandTable of ContentsPreface 1. The Five Domains of Digital Transformation: Customers, Competition, Data, Innovation, Value 2. Harness Customer Networks 3. Build Platforms, Not Just Products 4. Turn Data Into Assets 5. Innovate by Rapid Experimentation 6. Adapt Your Value Proposition 7. Mastering Disruptive Business Models Conclusion Self-Assessment: Are You Ready for Digital Transformation? More Tools for Strategic Planning Notes Index About the Author

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Book SynopsisThe revolutionary “Red Book” that helped a generation work smarter, better, and faster—now expanded and updated with new stories, new ideas, and new methods to radically improve the way you and your company deliver resultsIf you’ve ever been startled by how fast the world is changing, the Scrum framework is one of the reasons why. Productivity gains in workflow of as much as 1,200 percent have been recorded, and there’s no more lucid—or compelling—explainer of Scrum and its bright promise than Jeff Sutherland. The thorny problem that Sutherland began tackling back then boils down to this: People are spectacularly bad at doing things with agility and efficiency. Best-laid plans go up in smoke. Teams often work at cross-purposes to one another. And when the pressure rises, unhappiness soars.Woven with insights from martial arts, judicial decision making, advanced aerial combat, robotics, and Sutherland’s experience as a West Point–educated fighter pilot, a biometrics expert, a medical researcher, an early innovator of ATM technology, and a C-level executive at eleven different technology companies, this book will take you to Scrum’s front lines, where Sutherland’s system has brought the FBI into the twenty-first century, helped support John Deere’s supply chain amid a global pandemic and supply chain shortage, reduced poverty in the Third World, and even planned weddings and accomplished weekend chores.The way we work has changed dramatically since Sutherland first introduced Scrum a decade ago. This urgent update shares new insights and provides new tools to take advantage of the radical productivity that Scrum delivers. Sutherland will show you how to optimize working with artificial intelligence and share the latest cognitive science research on culture, psychological safety, diversity, and happiness, and how these factors drive performance, innovation, and overall organizational health. This new edition contains a decade of lessons learned. Whether it’s ten years ago, now, or ten years into the future, the Scrum framework is guaranteed to help you deliver results. But the most important reason to read this book is that it may just help you achieve what others consider unachievable.

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Book Synopsis"Chef Charles Carroll has answered our prayers and delivered a book, a bible, a life's journal shared by a real chef in today's modern kitchen. " Chef John Folse, CEC, AAC "From time to time, I buy motivational books for my managing partners and chefs, and this book is my all-time favorite gift.Table of ContentsForeword vii Preface ix Acknowledgments xiii About the Author xv Chapter 1 What Makes You Tick? 1 Chapter 2 Testing the Kitchen Atmosphere 14 Chapter 3 How Is Your Attitude? 25 Chapter 4 Build Your Leadership Team First 35 Chapter 5 What Is Your Mission? 53 Chapter 6 The Principles That Guide Us 61 Chapter 7 Program Survival: Living It! 65 Chapter 8 Educational Environment 71 Chapter 9 Fostering Success 84 Chapter 10 How to Get People to Want to Work for You 93 Chapter 11 Hire Right the First Time 101 Chapter 12 Incentive Programs 111 Chapter 13 Discipline and Competition 119 Chapter 14 Did You Listen Well the First Time? 125 Chapter 15 Forms to Help You 130 Chapter 16 Why Do It? 134 Appendix A Certificates and Forms 140 Appendix B Life and Work Tips from Chef Carroll 157 Appendix C A Collection of Quotations 159 Glossary 167 Index 173

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Book SynopsisTrade Review“Mercilessly exposes the downside of the cult of measurement and managerialism.”—The Economist“Muller delivers a riposte to bean counters everywhere with this trenchant study of our fixation with performance metrics.”—Barbara Kiser, Nature “Highly readable.”—Luke Johnson, Sunday Times“Many of us have the vague sense that metrics are leading us astray, stripping away context, devaluing subtle human judgment, and rewarding those who know how to play the system. Muller’s book crisply explains where this fashion came from, why it can be so counterproductive and why we don’t learn. It should be required reading for any manager on the verge of making the Vietnam body count mistake all over again.”—Tim Harford, Financial Times

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Book SynopsisCarmine Gallo is the bestselling author of Talk Like TED and The Storyteller's Secret. He is a communications coach for widely admired brands such as Pfizer, LinkedIn, Intel and Coca-Cola, and a keynote speaker known for teaching the world's most respected business leaders how to deliver dynamic presentations and share inspiring stories. He is a columnist for Forbes and Entrepreneur. He is the head of Gallo Communications in California, where he resides with his wife.Trade ReviewUnique and actionable insights that will help anyone sharpen their communication skills -- Admiral James Stavridis, Vice Chairman, Global Affairs, The Carlyle Group and 16th Supreme Allied Commander at NATO Carmine Gallo examines more than two decades of Bezos letters to reveal the writing and communication strategies that should be taught to everyone with a story to tell -- Marc Randolph, Co-Founder and First CEO of Netflix.A rewarding and informative take on how to craft a convincing message * Publishers Weekly *Boasts Amazon-like efficiency in laying out practical drills and specific exercises to apply the Bezos way of thinking to your own company or work * Financial Times *

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Book SynopsisThe authors of the classic Influence Without Authority explain the unique challenges of influencing powerful people Learn to overcome your difficulties with a boss who is uninterested in your concerns, or resistant to giving needed support.Table of ContentsPreface vii Acknowledgments xi PART I Fundamentals 1 Chapter 1 The World Has Changed: To Be Successful You Need to Influence Up 3 Chapter 2 How Power Differentials Blind Smart People 19 Chapter 3 How Power Differentials Give Smart People Laryngitis 33 Chapter 4 Overview of the Steps Required to Access and Infl uence Powerful People 45 Chapter 5 The Influence Model at Work: Moving a Tough Boss 65 PART II Building a Powerful Partnership with Your Boss 79 Chapter 6 Partnership: The Critical Mind-Set to Overcome Power Gaps 81 Chapter 7 Building a Partnership Relationship with Your Boss 97 Chapter 8 The Art—and Responsibility—of Helping Your Boss Succeed 113 Chapter 9 Recovering from Failed Talks with Your Boss 125 PART III Influencing Powerful People 145 Chapter 10 Framing Your Change Strategy: Fitting Your Approach to the Players 147 Chapter 11 What Do the Powerful Care About? 165 Chapter 12 Action Steps for Gaining Access to Powerful People 177 Chapter 13 Clinching the Deal: “Exchanging” to Build Trust with the Powerful 195 Chapter 14 The Contours of Change: Dr. Pomahac and the Challenge of Influencing Multiple Senior Managers and Surgeons to Allow the First Facial Transplant in the United States 211 Chapter 15 Influence across Multiple Organizations 219 Additional Resources 231 Notes 235 Index 239

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Book SynopsisSilver Medal Winner, Success and Motivation, 2012 Axiom Business Book Awards An essential guide for mastering failure in order to achieve your goals Success is often just a momenta goal fulfilled, soon to be replaced with new goals. But failure is the ambitious person''s constant companion, often dogging us for months, years or even decades before we finally reach our aim. In the groundbreaking book Why People Fail, Siimon Reynolds, one of the world''s most successful entrepreneurs, explores the main causes of failure, in any field, and reveals solutions for overcoming them and creating a successful personal and professional life. Why People Fail offers strategies and ideas for defeating the sixteen most common failure habits such as destructive thinking, low productivity, stress, fixed mindset, lack of daily rituals, and more. Outlines the common habits that lead to failure and shows how to overcome them FeatureTrade Review“This is a book on success disguised as a book on failure. A little like real life. Straightforward, clear, and actionable.” —Seth Godin, author, Poke the Box “Why People Fail is a wonderful gem of a book. Reynolds hasdone all of us an extraordinary service by reading and listeningto everything there is on self-improvement, testing it in his life, discovering what works, and then pulling it all together for us to use. It is a stunning collection of practical tips, proven techniques, and useful advice on how to make your life more meaningful and fulfilling. Buy this book and put it to use today, and tomorrow you'll be on your way to turning your failures into successes.” —Jim Kouzes, bestselling author, The Leadership Challenge and Credibility, and The Dean's Executive Fellow of Leadership, Leavey School of Business, Santa Clara University “Reynolds has done it again! In Why People Fail, the successful entrepreneur and internationally-recognized expert on achievement shows business leaders, educators, coaches, and anyone who's struggled to succeed, how to incorporate a handful of simple ideas into a powerful plan for triumph.” —Marshall Goldsmith, bestselling author, MOJO and What Got You Here Won't Get You There Table of ContentsIntroduction ix 1 Unclear Purpose 1 2 Destructive Thinking 13 3 Low Productivity 27 4 Fixed Mindset 41 5 Weak Energy 55 6 Not Asking the Right Questions 67 7 Poor Presentation Skills 81 8 Mistaking IQ for EQ 95 9 Poor Self-Image 107 10 Not Enough Th inking 121 11 No Daily Rituals 135 12 Stress 151 13 Few Relationships 165 14 Lack of Persistence 175 15 Money Obsession 189 16 Not Focusing on Strengths 203 Conclusion 215 Recommended Reading 229 Acknowledgments 233 The Author 235

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Book SynopsisCovering the work in intermittent demand forecasting and the research findings in the following topics: time series (parametric) methods; bootstrapping, both parametric and non-parametric; causal models; and neural networks, this book shows how these methods may be implemented and how they may complement existing operational functions, and more.Trade ReviewIntermittent demand forecasting may seem like a specialized area but actually is at the center of sustainability efforts to consume less and to waste less. Boylan and Syntetos have done a superb job in showing how improvements in inventory management are pivotal in achieving this. Their book covers both the theory and practice of intermittent demand forecasting and my prediction is that it will fast become the ‘bible’ of the field. Spyros Makridakis, Professor, University of Nicosia, and Director, Institute for the Future and the Makridakis Open Forecasting Center (MOFC) We have been able to support our clients by adopting many of the ideas discussed in this excellent book, and implementing them in our software. I am sure that these ideas will be equally helpful for other supply chain software vendors and for companies wanting to update and upgrade their capabilities in forecasting and inventory management. Suresh Acharya, VP, Research and Development, Blue Yonder As product variants proliferate and the pace of business quickens, more and more items have intermittent demand. Boylan and Syntetos have long been leaders in extending forecasting and inventory methods to accommodate this new reality. Their book gathers and clarifies decades of research in this area, and explains how practitioners can exploit this knowledge to make their operations more efficient and effective. Thomas R. Willemain, Professor Emeritus, Rensselaer Polytechnic InstituteTable of ContentsPreface xix Glossary xxi About the Companion Website xxiii 1 Economic and Environmental Context 1 1.1 Introduction 1 1.2 Economic and Environmental Benefits 3 1.2.1 After-sales Industry 3 1.2.2 Defence Sector 4 1.2.3 Economic Benefits 5 1.2.4 Environmental Benefits 5 1.2.5 Summary 6 1.3 Intermittent Demand Forecasting Software 6 1.3.1 Early Forecasting Software 6 1.3.2 Developments in Forecasting Software 6 1.3.3 Open Source Software 7 1.3.4 Summary 7 1.4 About this Book 7 1.4.1 Optimality and Robustness 7 1.4.2 Business Context 8 1.4.3 Structure of the Book 9 1.4.4 Current and Future Applications 10 1.4.5 Summary 10 1.5 Chapter Summary 11 Technical Note 11 2 Inventory Management and Forecasting 13 2.1 Introduction 13 2.2 Scheduling and Forecasting 13 2.2.1 Material Requirements Planning (MRP) 13 2.2.2 Dependent and Independent Demand Items 14 2.2.3 Make to Stock 15 2.2.4 Summary 15 2.3 Should an Item Be Stocked at All? 15 2.3.1 Stock/Non-Stock Decision Rules 16 2.3.2 Historical or Forecasted Demand? 18 2.3.3 Summary 18 2.4 Inventory Control Requirements 19 2.4.1 How Should Stock Records be Maintained? 19 2.4.2 When are Forecasts Required for Stocking Decisions? 22 2.4.3 Summary 24 2.5 Overview of Stock Rules 25 2.5.1 Continuous Review Systems 25 2.5.2 Periodic Review Systems 26 2.5.3 Periodic Review Policies 28 2.5.4 Variations of the (R, S) Periodic Policy 29 2.5.5 Summary 30 2.6 Chapter Summary 30 Technical Notes 31 3 Service Level Measures 33 3.1 Introduction 33 3.2 Judgemental Ordering 34 3.2.1 Rules of Thumb for the Order-Up-To Level 34 3.2.2 Judgemental Adjustment of Orders 34 3.2.3 Summary 35 3.3 Aggregate Financial and Service Targets 35 3.3.1 Aggregate Financial Targets 36 3.3.2 Service Level Measures 36 3.3.3 Relationships Between Service Level Measures 38 3.3.4 Summary 39 3.4 Service Measures at SKU Level 39 3.4.1 Cost Factors 39 3.4.2 Understanding of Service Level Measures 40 3.4.3 Potential Service Level Measures 40 3.4.4 Choice of Service Level Measure 41 3.4.5 Summary 42 3.5 Calculating Cycle Service Levels 42 3.5.1 Distribution of Demand Over One Time Period 43 3.5.2 Cycle Service Levels Based on All Cycles 44 3.5.3 Cycle Service Levels Based on Cycles with Demand 45 3.5.4 Summary 47 3.6 Calculating Fill Rates 48 3.6.1 Unit Fill Rates 48 3.6.2 Fill Rates: Standard Formula 49 3.6.3 Fill Rates: Sobel’s Formula 51 3.6.4 Summary 53 3.7 Setting Service Level Targets 53 3.7.1 Responsibility for Target Setting 53 3.7.2 Trade-off Between Service and Cost 54 3.7.3 Setting SKU Level Service Targets 55 3.7.4 Summary 56 3.8 Chapter Summary 56 Technical Note 57 4 Demand Distributions 59 4.1 Introduction 59 4.2 Estimation of Demand Distributions 60 4.2.1 Empirical Demand Distributions 60 4.2.2 Fitted Demand Distributions 62 4.2.3 Summary 64 4.3 Criteria for Demand Distributions 64 4.3.1 Empirical Evidence for Goodness of Fit 64 4.3.2 Further Criteria 64 4.3.3 Summary 65 4.4 Poisson Distribution 65 4.4.1 Shape of the Poisson Distribution 66 4.4.2 Summary 67 4.5 Poisson Demand Distribution 67 4.5.1 Poisson: A Priori Grounds 67 4.5.2 Poisson: Ease of Calculation 67 4.5.3 Poisson: Flexibility 68 4.5.4 Poisson: Goodness of Fit 69 4.5.5 Testing for Goodness of Fit 70 4.5.6 Summary 72 4.6 Incidence and Occurrence 72 4.6.1 Demand Incidence 72 4.6.2 Demand Occurrence 73 4.6.3 Summary 74 4.7 Poisson Demand Incidence Distribution 75 4.7.1 A Priori Grounds 75 4.7.2 Ease of Calculation 75 4.7.3 Flexibility 76 4.7.4 Goodness of Fit 76 4.7.5 Summary 79 4.8 Bernoulli Demand Occurrence Distribution 79 4.8.1 Bernoulli Distribution: A Priori Grounds 79 4.8.2 Bernoulli Distribution: Ease of Calculation 80 4.8.3 Bernoulli Distribution: Flexibility 81 4.8.4 Bernoulli Distribution: Goodness of Fit 81 4.8.5 Summary 82 4.9 Chapter Summary 82 Technical Notes 83 5 Compound Demand Distributions 87 5.1 Introduction 87 5.2 Compound Poisson Distributions 88 5.2.1 Compound Poisson: A Priori Grounds 89 5.2.2 Compound Poisson: Flexibility 89 5.2.3 Summary 89 5.3 Stuttering Poisson Distribution 90 5.3.1 Stuttering Poisson: A Priori Grounds 91 5.3.2 Stuttering Poisson: Ease of Calculation 91 5.3.3 Stuttering Poisson: Flexibility 93 5.3.4 Stuttering Poisson: Goodness of Fit for Demand Sizes 93 5.3.5 Summary 95 5.4 Negative Binomial Distribution 96 5.4.1 Negative Binomial: A Priori Grounds 96 5.4.2 Negative Binomial: Ease of Calculation 96 5.4.3 Negative Binomial: Flexibility 97 5.4.4 Negative Binomial: Goodness of Fit 98 5.4.5 Summary 99 5.5 Compound Bernoulli Distributions 100 5.5.1 Compound Bernoulli: A Priori Grounds 100 5.5.2 Compound Bernoulli: Ease of Calculation 100 5.5.3 Compound Bernoulli: Flexibility 100 5.5.4 Compound Bernoulli: Goodness of Fit 101 5.5.5 Summary 101 5.6 Compound Erlang Distributions 101 5.6.1 Compound Erlang Distributions: A Priori Grounds 103 5.6.2 Compound Erlang Distributions: Ease of Calculation 104 5.6.3 Compound Erlang-2: Flexibility 104 5.6.4 Compound Erlang-2: Goodness of Fit 104 5.6.5 Summary 105 5.7 Differing Time Units 105 5.7.1 Poisson Distribution 106 5.7.2 Compound Poisson Distribution 106 5.7.3 Compound Bernoulli and Compound Erlang Distributions 107 5.7.4 Normal Distribution 108 5.7.5 Summary 110 5.8 Chapter Summary 110 Technical Notes 111 6 Forecasting Mean Demand 117 6.1 Introduction 117 6.2 Demand Assumptions 118 6.2.1 Elements of Intermittent Demand 119 6.2.2 Demand Models 119 6.2.3 An Intermittent Demand Model 120 6.2.4 Summary 121 6.3 Single Exponential Smoothing (SES) 121 6.3.1 SES as an Error-correction Mechanism 122 6.3.2 SES as aWeighted Average of Previous Observations 122 6.3.3 Practical Considerations 125 6.3.4 Summary 126 6.4 Croston’s Critique of SES 126 6.4.1 Bias After Demand Occurring Periods 126 6.4.2 Magnitude of Bias After Demand Occurring Periods 128 6.4.3 Bias After Review Intervals with Demands 128 6.4.4 Summary 129 6.5 Croston’s Method 129 6.5.1 Method Specification 129 6.5.2 Method Application 130 6.5.3 Summary 131 6.6 Critique of Croston’s Method 132 6.6.1 Bias of Size-interval Approaches 132 6.6.2 Inversion Bias 132 6.6.3 Quantification of Bias 133 6.6.4 Summary 134 6.7 Syntetos–Boylan Approximation 134 6.7.1 Practical Application 134 6.7.2 Framework for Correction Factors 135 6.7.3 Initialisation and Optimisation 135 6.7.4 Summary 138 6.8 Aggregation for Intermittent Demand 138 6.8.1 Temporal Aggregation 138 6.8.2 Cross-sectional Aggregation 141 6.8.3 Summary 142 6.9 Empirical Studies 143 6.9.1 Single Series, Single Period Approaches 143 6.9.2 Single Series, Multiple Period Approaches 144 6.9.3 Summary 145 6.10 Chapter Summary 145 Technical Notes 146 7 Forecasting the Variance of Demand and Forecast Error 151 7.1 Introduction 151 7.2 Mean Known, Variance Unknown 151 7.2.1 Mean Demand Unchanging Through Time 152 7.2.2 Relating Variance Over One Period to Variance Over the Protection Interval 152 7.2.3 Summary 153 7.3 Mean Unknown, Variance Unknown 153 7.3.1 Mean and Variance Unchanging Through Time 154 7.3.2 Mean or Variance Changing Through Time 155 7.3.3 Relating Variance Over One Period to Variance Over the Protection Interval 156 7.3.4 Direct Approach to Estimating Variance of Forecast Error Over the Protection Interval 158 7.3.5 Implementing the Direct Approach to Estimating Variance Over the Protection Interval 160 7.3.6 Summary 160 7.4 Lead Time Variability 161 7.4.1 Consequences of Recognising Lead Time Variance 161 7.4.2 Variance of Demand Over a Variable Lead Time (Known Mean Demand) 162 7.4.3 Variance of Demand Over a Variable Lead Time (Unknown Mean Demand) 163 7.4.4 Distribution of Demand Over a Variable Lead Time 164 7.4.5 Summary 165 7.5 Chapter Summary 165 Technical Notes 166 8 Inventory Settings 169 8.1 Introduction 169 8.2 Normal Demand 170 8.2.1 Order-up-to Levels for Four Scenarios 170 8.2.2 Scenario 1: Mean and Standard Deviation Known 170 8.2.3 Scenario 2: Mean Demand Unknown Standard Deviation Known 172 8.2.4 Scenario 3: Mean Demand Known Standard Deviation Unknown 175 8.2.5 Scenario 4: Mean and Standard Deviation Unknown 176 8.2.6 Summary 177 8.3 Poisson Demand 177 8.3.1 Cycle Service Level System when the Mean Demand is Known 177 8.3.2 Fill Rate System when the Mean Demand is Known 178 8.3.3 Poisson OUT Level when the Mean Demand is Unknown 179 8.3.4 Summary 181 8.4 Compound Poisson Demand 181 8.4.1 Stuttering Poisson OUT Level when the Parameters are Known 181 8.4.2 Negative Binomial OUT Levels when the Parameters are Known 183 8.4.3 Stuttering Poisson and Negative Binomial OUT Levels when the Parameters are Unknown 183 8.4.4 Summary 184 8.5 Variable Lead Times 184 8.5.1 Empirical Lead Time Distributions 184 8.5.2 Summary 185 8.6 Chapter Summary 185 Technical Notes 186 9 Accuracy and Its Implications 193 9.1 Introduction 193 9.2 Forecast Evaluation 194 9.2.1 Only One Step Ahead? 194 9.2.2 All Points in Time? 194 9.2.3 Summary 195 9.3 Error Measures in Common Usage 195 9.3.1 Popular Forecast Error Measures 195 9.3.2 Calculation of Forecast Errors 197 9.3.3 Mean Error 197 9.3.4 Mean Square Error 198 9.3.5 Mean Absolute Error 198 9.3.6 Mean Absolute Percentage Error (MAPE) 198 9.3.7 100% Minus MAPE 199 9.3.8 Forecast Value Added 199 9.3.9 Summary 200 9.4 Criteria for Error Measures 200 9.4.1 General Criteria 200 9.4.2 Additional Criteria for Intermittence 201 9.4.3 Summary 201 9.5 Mean Absolute Percentage Error and its Variants 201 9.5.1 Problems with the Mean Absolute Percentage Error 202 9.5.2 Mean Absolute Percentage Error from Forecast 202 9.5.3 Symmetric Mean Absolute Percentage Error 203 9.5.4 MAPEFF and sMAPE for Intermittent Demand 204 9.5.5 Summary 205 9.6 Measures Based on the Mean Absolute Error 205 9.6.1 MAE: Mean Ratio 205 9.6.2 Mean Absolute Scaled Error 206 9.6.3 Measures Based on Absolute Errors 207 9.6.4 Summary 208 9.7 Measures Based on the Mean Error 208 9.7.1 Desirability of Unbiased Forecasts 209 9.7.2 Mean Error 209 9.7.3 Mean Percentage Error 210 9.7.4 Scaled Bias Measures 210 9.7.5 Summary 211 9.8 Measures Based on the Mean Square Error 211 9.8.1 Scaled Mean Square Error 212 9.8.2 Relative Root Mean Square Error 212 9.8.3 Percentage Best 213 9.8.4 Summary 213 9.9 Accuracy of Predictive Distributions 214 9.9.1 Measuring Predictive Distribution Accuracy 214 9.9.2 Probability Integral Transform for Continuous Data 215 9.9.3 Probability Integral Transform for Discrete Data 215 9.9.4 Summary 217 9.10 Accuracy Implication Measures 218 9.10.1 Simulation Outline 218 9.10.2 Forecasting Details 218 9.10.3 Simulation Details 219 9.10.4 Comparison of Simulation Results 220 9.10.5 Summary 221 9.11 Chapter Summary 221 Technical Notes 221 10 Judgement, Bias, and Mean Square Error 225 10.1 Introduction 225 10.2 Judgemental Forecasting 225 10.2.1 Evidence on Prevalence of Judgemental Forecasting 226 10.2.2 Judgemental Biases 226 10.2.3 Effectiveness of Judgemental Forecasts: Evidence for Non-intermittent Items 229 10.2.4 Effectiveness of Judgemental Forecasts: Evidence for Intermittent Items 230 10.2.5 Summary 231 10.3 Forecast Bias 232 10.3.1 Monitoring and Detection of Bias 232 10.3.2 Bias as an Expectation of a Random Variable 234 10.3.3 Response to Different Causes of Bias 235 10.3.4 Summary 236 10.4 The Components of Mean Square Error 236 10.4.1 Calculation of Mean Square Error 236 10.4.2 Decomposition of Expected Squared Errors 236 10.4.3 Decomposition of Expected Squared Errors for Independent Demand 238 10.4.4 Summary 239 10.5 Chapter Summary 240 Technical Notes 240 11 Classification Methods 243 11.1 Introduction 243 11.2 Classification Schemes 244 11.2.1 The Purpose of Classification 244 11.2.2 Classification Criteria 245 11.2.3 Summary 245 11.3 ABC Classification 246 11.3.1 Pareto Principle 246 11.3.2 Service Criticality 246 11.3.3 ABC Classification and Forecasting 247 11.3.4 Summary 248 11.4 Extensions to the ABC Classification 248 11.4.1 Composite Criterion Approach 249 11.4.2 Multi-criteria Approaches 250 11.4.3 Classification for Spare Parts 250 11.4.4 Summary 251 11.5 Conceptual Clarifications 251 11.5.1 Definition of Non-normal Demand Patterns 251 11.5.2 Conceptual Framework 252 11.5.3 Summary 253 11.6 Classification Based on Demand Sources 254 11.6.1 Demand Generation 254 11.6.2 A Qualitative Classification Approach 254 11.6.3 Summary 255 11.7 Forecasting-based Classifications 255 11.7.1 Forecasting and Generalisation 256 11.7.2 Classification Solutions 257 11.7.3 Summary 258 11.8 Chapter Summary 259 Technical Notes 260 12 Maintenance and Obsolescence 263 12.1 Introduction 263 12.2 Maintenance Contexts 264 12.2.1 Summary 265 12.3 Causal Forecasting 265 12.3.1 Causal Forecasting for Maintenance Management 266 12.3.2 Summary 268 12.4 Time Series Methods 268 12.4.1 Forecasting in the Presence of Obsolescence 269 12.4.2 Forecasting with Granular Maintenance Information 272 12.4.3 Summary 273 12.5 Forecasting in Context 273 12.6 Chapter Summary 275 Technical Notes 276 13 Non-parametric Methods 279 13.1 Introduction 279 13.2 Empirical Distribution Functions 280 13.2.1 Assumptions 281 13.2.2 Length of History 281 13.2.3 Summary 282 13.3 Non-overlapping and Overlapping Blocks 282 13.3.1 Differences Between the Two Methods 282 13.3.2 Methods and Assumptions 284 13.3.3 Practical Considerations 284 13.3.4 Performance of Non-overlapping Blocks Method 285 13.3.5 Performance of Overlapping Blocks Method 285 13.3.6 Summary 286 13.4 Comparison of Approaches 286 13.4.1 Time Series Characteristics Favouring Overlapping Blocks 286 13.4.2 Empirical Evidence on Overlapping Blocks 287 13.4.3 Summary 289 13.5 Resampling Methods 289 13.5.1 Simple Bootstrapping 289 13.5.2 Bootstrapping Demand Sizes and Intervals 290 13.5.3 VZ Bootstrap and the Syntetos–Boylan Approximation 292 13.5.4 Extension of Methods to Variable Lead Times 293 13.5.5 Resampling Immediately After Demand Occurrence 293 13.5.6 Summary 294 13.6 Limitations of Simple Bootstrapping 294 13.6.1 Autocorrelated Demand 294 13.6.2 Previously Unobserved Demand Values 295 13.6.3 Summary 296 13.7 Extensions to Simple Bootstrapping 296 13.7.1 Discrete-time Markov Chains 296 13.7.2 Extension to Simple Bootstrapping Using Markov Chains 297 13.7.3 Jittering 299 13.7.4 Limitations of Jittering 300 13.7.5 Further Developments 300 13.7.6 Empirical Evidence on Bootstrapping Methods 300 13.7.7 Summary 302 13.8 Chapter Summary 302 Technical Notes 303 14 Model-based Methods 305 14.1 Introduction 305 14.2 Models and Methods 305 14.2.1 A Simple Model for Single Exponential Smoothing 306 14.2.2 Critique ofWeighted Least Squares 307 14.2.3 ARIMA Models 307 14.2.4 The ARIMA(0,1,1) Model and SES 308 14.2.5 Summary 309 14.3 Integer Autoregressive Moving Average (INARMA) Models 309 14.3.1 Integer Autoregressive Model of Order One, INAR(1) 310 14.3.2 Integer Moving Average Model of Order One, INMA(1) 312 14.3.3 Mixed Integer Autoregressive Moving Average Models 312 14.3.4 Summary 313 14.4 INARMA Parameter Estimation 313 14.4.1 Parameter Estimation for INAR(1) Models 313 14.4.2 Parameter Estimation for INMA(1) Models 314 14.4.3 Parameter Estimation for INARMA(1,1) Models 314 14.4.4 Summary 315 14.5 Identification of INARMA Models 315 14.5.1 Identification Using Akaike’s Information Criterion 315 14.5.2 General Models and Model Identification 316 14.5.3 Summary 317 14.6 Forecasting Using INARMA Models 317 14.6.1 Forecasting INAR(1) Mean Demand 318 14.6.2 Forecasting INMA(1) Mean Demand 318 14.6.3 Forecasting INARMA(1,1) Mean Demand 319 14.6.4 Forecasting Using Temporal Aggregation 319 14.6.5 Summary 319 14.7 Predicting the Whole Demand Distribution 319 14.7.1 Protection Interval of One Period 320 14.7.2 Protection Interval of More Than One Period 320 14.7.3 Summary 322 14.8 State Space Models for Intermittence 322 14.8.1 Croston’s Demand Model 323 14.8.2 Proposed State Space Models 324 14.8.3 Summary 325 14.9 Chapter Summary 325 Technical Notes 325 15 Software for Intermittent Demand 329 15.1 Introduction 329 15.2 Taxonomy of Software 330 15.2.1 Proprietary Software 330 15.2.2 Open Source Software 332 15.2.3 Hybrid Solutions 333 15.2.4 Summary 333 15.3 Framework for Software Evaluation 333 15.3.1 Key Aspects of Software Evaluation 334 15.3.2 Additional Criteria 335 15.3.3 Summary 336 15.4 Software Features and Their Availability 336 15.4.1 Software Features for Intermittent Demand 336 15.4.2 Availability of Software Features 337 15.4.3 Summary 338 15.5 Training 339 15.5.1 Summary 340 15.6 Forecast Support Systems 340 15.6.1 Summary 341 15.7 Alternative Perspectives 341 15.7.1 Bayesian Methods 342 15.7.2 Neural Networks 342 15.7.3 Summary 343 15.8 Way Forward 343 15.9 Chapter Summary 345 Technical Note 345 References 347 Author Index 365 Subject Index 367

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Book SynopsisAPMG is a leading global Examination Institute and the Official Accreditor of the UK Government's Cabinet Office and the United Kingdom Accreditation Service (UKAS). They accredit professional training and consulting organizations and manage certification schemes for knowledge-based workers.Richard Smith (Editor) is a specialist in organizational development-related people development issues. He works with clients as diverse as Unilever, Nestle, Mars and Harvard Business School. He is the Chief Examiner for APMG Change Management products and lead author of the first global Change Management Body of Knowledge (CMBoK) for the Change Management Institute. He is also a Fellow of the CIPD.Trade Review"This is a book which would be of principal benefit to people who are beginning to be more responsible for managing significant changes in their organisations. It would also be very useful to anyone further along the path into more senior roles, since it reviews and puts into a practical context a wide range of change, behavioural and management theories.... The book is full of well-researched and academically tested information and practical guidance from successful change managers.... 5 stars: Exceptional, a "must read" for any manager or leader." * Quentin Kopp for the Chartered Management Institute Book Club *"It... includes numerous charts, graphs, and case studies in the course of exploring a change manager's processes. References and insights into how change management concepts can be applied across the board to a wide variety of scenarios makes this a solid reference." * California Bookwatch, The Business Shelf, Midwest Book Review *Table of Contents Chapter - 01: A change management perspective – Richard Smith; Chapter - 02: Defining change – Robert Cole, David King and Rod Sowden; Chapter - 03: Managing benefits: Ensuring change delivers value – Stephen Jenner; Chapter - 04: Stakeholder strategy – Patrick Mayfield; Chapter - 05: Communication and engagement – Ranjit Sidhu; Chapter - 06: Change impact – Caroline Perkins; Chapter - 07: Change readiness, planning and measurement – Nicola Busby; Chapter - 08: Project management: Change initiatives, projects and programmes – Ira Blake; Chapter - 09: Education and learning support – Richard Smith; Chapter - 10: Facilitation – Dan Skelsey; Chapter - 11: Sustaining change – Helen Campbell; Chapter - 12: Personal and professional management – Ray Wicks; Chapter - 13: Organizational considerations – Tim Cole, Martin Lunn, Una McGarvie and Eric Rouhof

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Book SynopsisAn examination of the true role of governance as a driver of high-quality strategic decision-making, which can help an organization achieve its strategic objectives more efficiently and effectively.Many boards approach the subject of governance from a compliance perspective, which leaves value lying on the table. When boards complain that we''re spending too much time on governance, what they''re usually referring to is ''compliance''. A compliance focus leads to an emphasis on governance as an area of subject-matter expertise, a cost, an overhead, a back-office activity, something which ''has to be done'' to satisfy regulation and Code. It manifests itself through a culture of box-ticking. Directors and senior management perceive, and derive, little value from the exercise.Seamus Gillen believes that governance is a commercial discipline, providing a fundamental underpin to the process of value creation, value protection and value preservation. Governance dri

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Book SynopsisLearn a new model for understanding how organizations really operate and implement changes that get real results.With so many forces of change buffeting the business world today, a scary state of flux has replaced any sense of certainty, stability, and familiarity, delivering a wake-up call to make crucial changes happen, make them happen quickly, and make them stick.  Traditional approaches to change management fall into one of two categories: Organizations function like machines, where managers pull change levers to “fix” problems with an engineer’s mindset (IQ).   Or People form social networks wherein individual “influencers” make change happen by developing effective interpersonal relationships (EQ).  Neither of these models offer a full picture to what really happens in an organization.In this groundbreaking new book, change expert Siobhan McHale offers a third option: organizations are complex ec

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Book SynopsisHow to hire, manage, motivate, strategize and grow a business in today's disruptive world from Eric Schmidt, Google's executive chairman, and Jonathan Rosenberg, advisor to Google CEO Larry Page.Trade ReviewA blink view of what it is to work at one of the world's most successful companies. For that voyeuristic reason alone, it is worth reading * Independent *A blink view of what it is to work at one of the world's most successful companies. For that voyeuristic reason alone, it is worth reading * Independent *Schmidt and Rosenberg put much of their emphasis on people - how to hire, train, motivate, organise, reward the talent needed to run a company like Google * Financial Times *Schmidt and Rosenberg put much of their emphasis on people - how to hire, train, motivate, organise, reward the talent needed to run a company like Google * Financial Times *Plenty of tips on managing 'smart creatives' * City AM *Plenty of tips on managing 'smart creatives' * City AM *An informative and creatively multilayered Google guidebook * Kirkus *An informative and creatively multilayered Google guidebook * Kirkus *This very popular read see the pair give an entertaining run-down of what working at Google teaches you, and how technology has changed the power balance between firm and consumer . . . food for thought * City AM *This very popular read see the pair give an entertaining run-down of what working at Google teaches you, and how technology has changed the power balance between firm and consumer . . . food for thought * City AM *

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Book SynopsisToo many of the most prominent management gurus today make steel-clad guarantees, based on claims of irrefutable research, promising to reveal the secrets of why one company fails and another succeeds, and how you can become the latter. Combining equal measures of solemn-faced hype and a whole body of delusions, statistical and otherwise, these self-styled experts cloud our ability to think critically about the nature of success in business. Like a virus, these fundamental errors of thinking infect much of what we read, whether in leading business magazines, scholarly journals, or management bestsellers. Central among these delusions is the Halo Effect, the tendency on the part of the experts to point to the high financial performance of a successful company and then spread its golden glow to all its attributes: clear strategy, strong values, brilliant leadership, and outstanding execution. But should the same company''s sales head south, the very same attributes are turned on

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