Management and management techniques Books

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 SynopsisTable of ContentsPart I: BUSINESS, SOCIETY, AND RESPONSIBILITY. 1. The Business and Society Relationship. 2. Corporate Social Responsibility, Performance and Impact. Part II:STAKEHOLDERS AND SUSTAINABILITY. 3.The Stakeholder Approach to Business, Society and Ethics. 4. Sustainability and the Natural Environment. Part III: BUSINESS ETHICS AND LEADERSHIP 5. Business Ethics Essentials 6. Managerial and Organizational Ethics. 7. Ethical Issues in the Global Arena. 8. Business Ethics and Technology: The Digital Enterprise. Part IV: CORPORATE GOVERNANCE AND STRATEGIC RISK, ISSUES, AND CRISIS MANAGEMENT. 9. Corporate Governance: Foundational Issues. 10. Strategy, Risk, Issues and Crisis Management. Part V: INTERNAL STAKEHOLDER ISSUES 11. Employee Stakeholders and Workplace Issues. 12. Employees: Privacy, Safety and Wellness. 13. Employment Discrimination, Diversity and Inclusion. Part VI: EXTERNAL STAKEHOLDER ISSUES. 14. Consumer Stakeholders: Information Issues 15. Consumer Stakeholders: Product and Service Issues 16. Community Stakeholders and Corporate Philanthropy Part VII: BUSINESS AND GOVERNMENT RELATIONS. 17. Business, Government and Regulation. 18. Business���s Influence on Government and Public Policy.

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Book SynopsisIn this book, Michael Murawski explores the work of museums as agents of change through inspiring case studies as well as his own honest, personal experiences as a museum educator, offering effective strategies for museums to enact change in their communities and, most importantly, convert talk into action

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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 SynopsisGrowing a small business requires more than just sales Business Development For Dummies helps maximise the growth of small- or medium-sized businesses, with a step-by-step model for business development designed specifically for B2B or B2C service firms.Table of ContentsIntroduction 1 About This Book 1 Foolish Assumptions 2 Icons Used in This Book 3 Beyond the Book 4 Where to Go from Here 4 Part I: Getting Started with Business Development 5 Chapter 1: Introducing Business Development for Services Firms 7 Answering the Question: So What Is Business Development Anyway? 7 Recognizing that business is a serious business 8 Understanding how business development differs from selling 9 Breaking business development into bite-sized chunks 11 Placing the Customer Experience Center Stage 12 Deconstructing the customer lifecycle 13 Mapping business development to the customer lifecycle 14 Making Business Development Manageable in a Small Business 14 Dealing with overwhelm 14 Anticipating growth and its impact on your business 15 Taking stock of where you are 16 Chapter 2: Finding Damaging Gaps in Your Business Development 19 Spotting Patchy Business Development 20 Recognizing the tell-tale signs of weak business development 20 Looking for the obvious and the not-so-obvious problems 21 Thinking like your customers 23 Understanding Business Development Challenges for Services Firms 25 Identifying value in a services firm 25 ‘You’re the top!’ The owner-led sale 26 Being proactive rather than reactive 27 Taking Stock of Where You Are 30 What you’re not doing – and being okay with it 30 It’s a numbers game: How’s your firm really doing? 32 Chapter 3: Diving Inside Your Customer’s Head 33 Uncovering Your Customers’ Real Needs 34 Understanding what customers need today and whether they know it 36 Staying current with your customers’ needs 37 Powering Growth Using Your Customer’s Viewpoint 39 Focusing on your customer: Why you should care 39 Mapping your customer’s journey 42 Tailoring your solution to your customer’s need (not vice versa) 46 Using influence to get the outcome you want 48 Chapter 4: Using the Lifecycle to Your Advantage 51 Clarifying Precisely What You’re Selling — and How 52 Being in control 52 Keeping your offer fresh 55 Investing to stay up-to-date 58 Creating the customer experience 59 Considering the Pre-Sales Stage 62 Selling without looking like you’re selling 62 Dating the customer: EDUCATE stage 62 Courting and proposing: PRESENT and PROPOSE stages 65 Confronting reality: CONTRACT stage 66 Handling the After-the-Sale Process 67 Moving from ‘Yes’ to ‘Done’: DELIVER stage 67 Wrapping up delivery: COMPLETE and EVALUATE stages 68 Part II: Planning for Business Development 71 Chapter 5: Getting Ready for Business Development 73 Developing an Offer that Sells 73 Ensuring that you’re giving the market what it needs 75 Making your specialty really valuable 78 Assessing your competition 80 Accepting that the grass isn’t always greener 81 Developing focus – or it’s all over 83 ‘Really? You do that?’ Articulating your offer 83 Presenting Your Offer 84 Finding your customer 84 ‘Tell me what you want, what you really, really want’ 85 Who drives the customer? Engaging effectively 87 Getting to the sale 88 Building your contract process 89 Continuing Your Great Work beyond the Sale 89 Understanding the importance of relationships 89 Completing the work 91 Learning from Your Customers 92 Gathering intelligence: The importance of data 93 Evaluating your offer 94 Chapter 6: Building Your Business Development Plan 97 Planning for Business Development Success 98 Winging business development doesn’t work 98 Knowing where you’re going 99 Creating Your Winning Plan 100 Choosing where to start planning 101 Working on metrics 108 Components of your plan: Creating the blueprint 110 Monitoring progress 113 Chapter 7: Putting Your Plan into Action 115 Checking Your Plan before Lift-off 116 Setting milestones, tactics and metrics 116 Identifying initial tasks 121 Calling on helpers 122 Determining your investment 125 Lift-Off! Launching Your Plan 125 Communicating your plan internally 126 Enrolling ‘friends’ 127 Making use of friendly feedback 128 Getting the team going 130 Considering a few final thoughts as the plan takes off 131 Managing Risk while Implementing Your Plan 132 Thinking the unthinkable: What can possibly go wrong? 132 Dealing with large challenges 133 Part III: Making the Most of Marketing 135 Chapter 8: Appreciating the Benefits of Marketing for Your Business 137 Working Together in Harmony: Marketing and Sales 138 Enjoying the perfect relationship (not!): Marketing and sales 139 Making your marketing sales-oriented 140 Setting Out Your Stall: Marketing for Services Firms 144 Selecting the best marketing techniques for you 145 Energizing your team 146 Using your network 148 Forming partnerships and alliances 149 Understanding technology and the online dimension 150 Finding some quick wins in marketing 152 Deciding whether Your Firm Needs Branding 154 Understanding the importance of brands 154 Identifying yourself with a brand 155 Marketing your brand 155 Chapter 9: Driving Sales Success with Effective Marketing 157 Revving up the Marketing Engine 158 Appreciating the differences between sales and marketing 159 Ensuring that marketing drives results 160 Tuning up the marketing engine 162 Carrying out the hard work of marketing 165 Setting Accountabilities between Sales and Marketing 166 What am I striving for? Establishing the goal 167 ‘How will I know that marketing is achieving its goals?’ Measuring marketing 168 Ensuring that Marketing Generates Interest 170 ‘Hey, we’re over here!’ Getting attention 170 ‘Over to you!’ Timing lead handover correctly 172 Chapter 10: Creating Your Marketing Plan 175 Preparing To Market Your Business 175 Defining your plan 176 Researching marketing opportunities 177 Choosing your channels 179 Brainstorming your tactics 182 Putting Marketing into Practice 186 Creating your marketing programs 186 Creating your marketing calendar 192 Creating and managing collateral and content 194 Making the Most of Your Resources 196 Breaking the plan down to decide on resources 196 Satisfying marketing’s appetite: Who does the marketing? 197 Making marketing accountable 198 Chapter 11: Automating Marketing – More Leads with Less Effort 199 Introducing the Automated Demand Generation Game 200 Understanding the buyer’s journey 201 Providing insights for your prospective customers 202 Attracting an audience 202 Asking whether Demand Generation Is Right for You 203 Deciding when to consider automated demand generation 203 Gathering the required resources 205 Adding Automation to Your Marketing Armory 206 Choosing your infrastructure tools 207 Building your database 210 Designing demand generation programs 212 Testing and evaluating your programs 216 Making the phone ring 218 Chapter 12: Forming a Winning Team: Marketing and Sales Cohesion 221 ‘We Can Work It Out’: Sales and Marketing Join Forces 221 Reassessing roles as your business grows 222 Laying out the connections between marketing and sales 223 Setting common goals and targets 225 ‘Come On, Come On, Let’s Stick Together!’ Marketing and Sales Can Collaborate 227 Clearing up misunderstandings that threaten unified business development 228 Acting to support unified business development 230 Helping marketing and sales to get on 231 Part IV: Seeing What Sales Can Do for You 235 Chapter 13: Becoming the Leader of the (Sales) Pack 237 Appreciating the Importance of Sales Leadership 238 Getting clear what your business sells 238 Establishing a sales process 240 Tooling up for sales 246 Setting goals and metrics 248 Building and Leading Your Sales Dream Team 249 Creating your pack of sales maestros 250 Using people outside the pack 251 Enrolling people to execute your sales strategy 251 Delving Deeper into Leading the Sales Process 253 ‘Put that it your pipe and smoke it!’ Managing a sales pipeline 253 Working your sales process 255 Engaging in collaborative selling 259 Avoiding knee-jerk reactions to problems 259 Taking the right action at the right time 261 Chapter 14: Taking the Lead: Selling Under Control 265 Okay, You’re In! Qualifying Leads into Prospects 266 Getting your interactions right with customers 266 Handling leads, whatever the source 267 Determining who to sell to 269 Gathering the tools to help qualifying 269 Taking the meeting 270 Gating prospects through your sales pipeline 273 Pitching Your Services to Customers 274 What prospects want: Understanding customer mentality 275 Limbering up to pitch 279 Writing good proposals 280 ‘Let’s dance’: Pitching on the day 282 The inquest: Assessing how the pitch went 284 Chapter 15: Closing the Sale to Your Satisfaction 285 ‘Signed, Sealed, Delivered’: Closing the Deal 285 Picking your way through negotiation 286 Getting to the real ‘yes’ without begging 286 Contracting for a win-win 287 ‘This Much I Know’: Managing the Transition from Sales to Delivery 290 Staying on the team 291 Passing on all you know 291 Backing out gracefully 293 Re-engaging with the customer 293 ‘Say Hello, Wave Goodbye’: Finishing Up the Sale 294 Tidying up: Capture everything 294 Learning from experience: Win/loss reviews 295 Recognizing the value of evaluation 295 Part V: Managing Your Customers for Business Success 297 Chapter 16: Generating Success from the Customer Relationship 299 Back Off, He’s Mine! Remembering that the Customer Belongs to Everyone 300 Sharing the customer relationship 300 Collaborating for customer success 302 Creating a lifetime customer 307 Tell Me What I Mean To You: Securing Value from Your Customers 308 Understanding your value through the customer’s eyes 308 Asking for more 311 Turning the customer into an active advocate 313 Chapter 17: Joining Together to Maximize Business and Customer Value 315 You Know It Makes Sense: Seeing How Business Development Benefits All 316 Creating an organization in which everyone sells 316 Being a motivating business 318 Talking about team communication 319 Making the Most of Account Planning 322 Analyzing where your revenue will come from 323 Turning goals into reality 323 Deciding what to include in your account plan 324 Growing, Growing, Gone! Account Managers’ Role in Your Growth Plans 325 Showing account managers how to do business development 326 Thinking about monthly, quarterly and annual reviews 328 Bringing Delivery to the Feedback Party 329 Spreading delivery’s tentacles into the market 330 Gathering new ideas and best practices 330 Ensuring that sales learns from delivery 331 Making delivery feel valued 331 Chapter 18: Standing Tall To Get More Customers: Vertical Industries 333 ‘The Only Way Is Up!’ Understanding Why Verticals Matter 334 Working with verticals makes sense 335 Identifying your verticals: Is going vertical right for you? 336 Listening to what customers say about their vertical 338 Leveraging Your Knowledge for Vertical Success 340 Understanding similarities and differences between verticals 340 Breaking down your services experience from a vertical perspective 341 Finding gold in them there vertical hills 342 Checking whether you’re ready to go vertical 343 Designing and Executing Vertical Campaigns 343 Writing vertically based promotional materials 344 Getting your vertical message out there 344 Part VI: Making Influential Friends: Partnerships 345 Chapter 19: Seeking Partners for Mutual Benefit 347 Considering the Types of Partnership Available 348 Sticking to What You Do Best 349 Keeping to your set path 350 Going deep not wide 350 Traveling Alone or Partnering Up 352 ‘We belong together’: Finding reasons to partner – or not 352 ‘Picture this’: Considering your business with partners 354 ‘Service Firm WLTM Companion for Business Growth’: Finding Good Partners 355 Creating partnership goals 355 Getting your criteria together: Profiling ideal partners 357 Chapter 20: Pursuing Your Plans for a Successful Partnership 361 Locating Partnerships within Business Development 361 Partnering Up Effectively 362 Dating: Getting to know each other 362 Testing the cultural fit: What do you have in common? 364 Setting boundaries to stay realistic 367 Agreeing shared goals 368 Understanding why partnerships don’t work 369 Going to Market Together 370 Appointing a partner manager 370 Creating a unified go-to-market strategy 370 Defining roles and responsibilities 372 Tackling the question of who owns the customer 373 Wondering whether to white label or not 374 Coping with co-branding 374 Sharing the wealth 375 Part VII: The Part of Tens 377 Chapter 21: Ten Regular Actions that Benefit Your Business 379 Making Five Business Phone Calls 379 Calling Customers and Partners 380 Talking to Employees 380 Reading Some Blogs 380 Sending Out Three Value-Added Emails 380 Updating Your CRM/SFA 380 Making Five New Connections on LinkedIn 381 Tweeting Something 381 Reviewing How Your Day Went 381 Planning Tomorrow 381 Chapter 22: Ten Key Metrics to Watch 383 Knowing How Big Your Sales Pipeline Needs to Be 383 Maintaining the Right Number of Opportunities 383 Shortening Your Sales Cycle 384 Planning Projected Revenue 384 Producing the Right Number of New Leads 384 Assessing Planned versus Actual Revenue 384 Checking Profitability by Customer 385 Monitoring Cash Flow: Days Sales Outstanding 385 Keeping the Customer Happy with Satisfaction Scores 385 Minimizing Staff Attrition 385 Chapter 23: Ten Great Resources for Business Development 387 Discovering Online For Dummies Resources for Business Development 387 Signing up for Business Insider 387 Using the Business Training Institute 388 Improving with Influence Ecology 388 Casting a Wider Net with the American Marketing Association 388 Getting Better with the Sales Management Association 388 Blogging for Success: Sales Benchmark Index 388 Being In with the In-Crowd: LinkedIn Groups 389 Leading with Confidence: Vistage 389 Contacting the Author: RainMakers US 389 Index 391

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Book SynopsisEveryone knows Warren is the greatest investor of our time. . . .This book for the first time captures his genius as a manager. Jack Welch The first book to reveal the investment and management strategies of the Berkshire Hathaway all-star management team. Much has been written about Warren Buffett and his investment philosophy; little has been made public about the inside management of Berkshire Hathaway. With a market cap exceeding 100 billion , Berkshire Hathaway has a market value surpassing many icons of American business such as Dell, AT&T, Disney, Ford, Gillette, American Express, and GM. Drawing on his personal experiences as well as those of Berkshire''s chief executives, officers, and directors interviewed for this book, Berkshire insider Robert P. Miles provides a unique look at the Berkshire Hathaway culture and its management principles.Table of ContentsPART ONE: THE BUFFETT CEO. Introduction—The Warren Buffett CEO. Buffett CEO Selection. PART TWO: BERKSHIRE'S CAPITAL SOURCE—THE INSURERS. The Administrator—Tony Nicely, GEICO Insurance. The Back-Up Capital Allocator—Lou Simpson, GEICO Insurance. The Accidental Manager—Ajit Jain, Berkshire Hathaway Reinsurance Division. PART THREE: BERKSHIRE'S FOUNDERS. The Natural—Rose Blumkin, Nebraska Furniture Mart (NFM). The Visionary—Al Ueltschi, FlightSafety International. The Innovator—Rich Santulli, Executive Jet. PART FOUR: BERKSHIRE'S CEO FAMILY—CHILDREN AND GRANDCHILDREN. The Disciple—Don Graham, The Washington Post. The Third-Generation Family Successor—Irvin Blumkin, NFM. The Retired Manager—Frank Rooney, H.H. Brown Shoe. The Principled Manager—Bill Child, R.C. Willey Home Furnishings. The Partner for Life—Melvyn Wolff, Star Furniture. The Shoppertainers—Eliot and Barry Tatelman, Jordon's Furniture. PART FIVE: BERKSHIRE'S CEO SUCCESSORS—THE PROFESSIONAL MANAGERS. The Turnaround Manager—Stan Lipsey, The Buffalo News. The Loyalist—Chuck Huggins, See's Candies. The Professional—Ralph Schey, Scott Fetzer Companies. The Appointed One—Susan Jacques, Borsheim's Fine Jewelry. The Gem of a Retail Merchant—Jeff Comment, Helzberg Diamonds. The Newcomers—Randy Watson, Justin Brands; and Harrold Melton, Acme Building Brands. Buffett CEO Comparisons. Buffett CEO Evaluation and Compensation. Buffett CEO Opportunity. Berkshire Post Buffett. Buffett CEO Interview List. Buffett CEO Family Tree. Buffett CEO SIC Codes. Buffett CEO Timeline. Notes. Index.

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Book SynopsisAI is ready for business. Are you ready for AI?From financial modeling and product design to performance management and hiring decisions, AI and machine learning are becoming everyday tools for managers at businesses of all sizes. But AI systems come with benefits and downsides—and if you can't make sense of them, you're not going to make the right decisions.Whether you need to get up to speed quickly or need a refresher, or you're working with an AI expert for the first time, the HBR Guide to AI Basics for Managers will give you the information and skills you need to succeed.You'll learn how to: Understand key AI terms and concepts Recognize which of your projects would benefit from AI Work more effectively with your data team Hire the right AI vendors and consultants Deal with ethical risks before they arise Scale AI across your organization Arm yourself with the advice you need to succeed on the job, with the most trusted brand in business. 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 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 SynopsisFrom Design Thinking to Design Doing Innovators today are told to run loose and think lean in order to fail fast and succeed sooner. But in a world obsessed with the new, where cool added features often trump actual customer needs, it's the consumer who suffers. In our quest to be more agile, we end up creating products that underwhelm. So how does a company like Nest, creator of the mundane thermostat, earn accolades like "beautiful" and "revolutionary" and a $3.2 billion Google buyout? What did Nest do differently to create a household product that people speak of with love? Nest, and companies like it, understand that emotional connection is critical to product development. And they use a clear, repeatable design process that focuses squarely on consumer engagement rather than piling on features for features' sake. In this refreshingly jargon-free and practical book, product design expert Jon Kolko maps out this process, demonstrating how it will help you and your team conceive and build successful, emotionally resonant products again and again. The key, says Kolko, is empathy. You need to deeply understand customer needs and feelings, and this understanding must be reflected in the product. In successive chapters of the book, we see how leading companies use a design process of storytelling and iteration that evokes positive emotions, changes behavior, and creates deep engagement. Here are the four key steps: 1. Determine a product-market fit by seeking signals from communities of users. 2. Identify behavioral insights by conducting ethnographic research. 3. Sketch a product strategy by synthesizing complex research data into simple insights. 4. Polish the product details using visual representations to simplify complex ideas. Kolko walks the reader through each step, sharing eye-opening insights from his fifteen-year career in product design along the way. Whether you're a designer, a product developer, or a marketer thinking about your company's next offering, this book will forever change the way you think about--and create--successful products.Trade Review"Top 11 Books to Watch for Q4." -- 250 Words (250words.com) A "Best Book of the year" pick." ... worthy reading for anyone looking to launch a new product or tweak an existing one." -- SUCCESS magazine "... a welcome reminder that respecting customers' emotional needs should be your top product-development priority--no matter what you're designing." -- Inc. "If consumers engage with a product to the point of modifying their own behavior--hello iPad!--the marketing is a done deal. It's all about identifying the opportunities then designing products that connect." -- Qantas - The Australia Way "Well-Designed provides a refreshing approach to the way we view successful services, policies, strategies and business models." -- Engineering and Technology Magazine, The Institution of Engineering and Technology ADVANCE PRAISE for Well-Designed: Richard Florida, professor, University of Toronto and New York University; author, The Rise of the Creative Class-- "Steve Jobs's creativity as a designer was the key to his entrepreneurial genius. But can Jobs's style of 'design thinking' be scaled? Jon Kolko shows that it can be--step by step, through a set of processes that are iterative, collaborative, and, best of all, easily learned. Well-Designed is bracingly practical and deeply inspiring." John Maeda, design partner, Kleiner Perkins Caufield & Byers; author, The Laws of Simplicity and Redesigning Leadership-- "Great companies are made through great products, and increasingly, great products are made through design. Kolko demonstrates that product managers must learn to think like designers; they need to embrace intuition, emotion, and most importantly, empathy. This insightful book is a must-read." Ric Grefe, Executive Director, AIGA, the professional association for design-- "Jon Kolko illuminates the intuitive skills of the designer with such clarity, truly describing 'how' instead of just 'what.' Two millennia ago, Vitruvius's manifesto on great design exhorted, 'utilitas, firmitas, e venustas.' Well-Designed expands on this: make things useful, usable, and delightful--and here's how." Liz Danzico, cofounder and Chair, MFA Interaction Design Program, School of Visual Arts; Creative Director, NPR-- "There are books about design, and there are books about leadership. By uniting practical processes and insightful ideas and interviews, Jon Kolko gives us both: an essential playbook comprising advice, research, and methods for engaged product design leadership." Robert Fabricant, cofounder and Principal, Design Impact Group, Dalberg Global Development Advisors-- "Product managers are the most important link between great ideas and great products. Jon Kolko speaks directly to this critical audience, providing the practical know-how to make design fit within their day-to-day decision making. Well-Designed is the essential guide to design that all product managers will learn from and love." Don Norman, Director, Design Lab, University of California, San Diego; author, Design of Everyday Things-- "Well-Designed presents a unique, powerful, human-centered way to design a product and then, how to master the important and oft-neglected task of guiding it through the complexities of development and delivery. This unique, easy to read, and powerful book is essential for anyone involved with product management."

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Book SynopsisAbout our authors Jay Heizer The Jesse H. Jones Professor Emeritus of Business Administration, Texas Lutheran University, Seguin, Texas. He received his BBA and MBA from the University of North Texas and his PhD in Management and Statistics from Arizona State University. He also holds the CPIM certification from APICS/ASCM (the Association for Supply Chain Management). He has taught operations management in undergraduate, graduate, and executive programs. Dr. Heizer's industrial experience is extensive. He learned the practical side of operations management as a machinist apprentice at Foringer and Company, as a production planner for Westinghouse Airbrake, and at General Dynamics, where he worked in engineering administration. Professor Heizer has co-authored 5 books and has published articles on a variety of management topics. His papers have appeared in the Academy of Management Journal, Journal of Purchasing, PersTable of ContentsPART 1: INTRODUCTION TO OPERATIONS MANAGEMENT Operations and Productivity Operations Strategy in a Global Environment Project Management Forecasting PART 2: DESIGNING OPERATIONS Design of Goods and Services Supplement 5: Sustainability in the Supply Chain Managing Quality Supplement 6: Statistical Process Control Process Strategies Supplement 7: Capacity and Constraint Management Location Strategies Layout Strategies Human Resources, Job Design, and Work Measurement PART 3: MANAGING OPERATIONS Supply Chain Management Supplement 11: Supply Chain Management Analytics Inventory Management Aggregate Planning and S&OP Material Requirements Planning (MRP) and ERP Short-Term Scheduling Lean Operations Maintenance and Reliability PART 4: BUSINESS ANALYTICS MODULES Decision-Making Tools Linear Programming Transportation Models Waiting-Line Models Learning Curves Simulation Applying Analytics to Big Data in Operations Management

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Book SynopsisTrade Review"Finalist for the 2019 Hayek Prize, The Manhattan Institute""Economic historian Jerry Muller delivers a riposte to bean counters everywhere with this trenchant study of our fixation with performance metrics."---Barbara Kiser, Nature"To his credit, Muller isn’t interested only in documenting the ways in which the metric fixation produces unintended consequences. Beyond that, he wants, first, to work out what causes this high level of dysfunction, and second, to identify ways in which metrics might be used more productively."---Stefan Collini, London Review of Books"For every quantification, there's a way of gaming it. So argues this timely manifesto against measured accountability." * Kirkus Reviews *"Many of us have the vague sense that metrics are leading us astray, stripping away context, devaluing subtle human judgement, 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"A short and highly readable account of the way such management systems are undermining important institutions, such as universities, schools, policing, charities and even companies."---Luke Johnson, Sunday Times"As Muller says ‘anything that can be measured and rewarded will be gamed.’ Too many people appear oblivious to this basic fact of life. A close reading of Muller’s excellent, if somewhat brief, introduction to the pitfalls of quantitative measurement should set them right."---Edward Chancellor, Breakingviews"There is also ample evidence, expertly summarised in Jerry Muller’s recent book, The Tyranny of Metrics, that metrics can be counter-productive." * The Economist *"Muller . . . says that an over-reliance on metrics can lead us to disproportionately value the things that are easiest to measure. These and the many other criticisms of metric fixation the author offers are well argued and will feel all too familiar to teachers and school leaders alike. Shortly after I agreed to review this title, Ofsted’s chief inspector . . . gave a speech explaining how she had recently read the book and how it was influencing her own thinking. Having now had the chance to read it myself, I think we should take this as a positive sign. My hope is that others involved in school accountability, including politicians, have the chance to consider its core message."---James Bowen, Times Education Supplement"A timely and important critique of the pervasive tendency to define success in terms of quantifying human performance, accountability and transparency, a trend that has invaded every profession." * Paradigm Explorer *"Jerry Muller’s The Tyranny of Metrics mercilessly exposes the downside of the cult of measurement and managerialism." * The Economist *"Muller’s book remains an interesting one: short, unpretentious, scholarly, and full of insights. And it provokes the reader into asking further questions."---Pierre Lemieux, Regulation"I cannot stress enough how important this book is for all organization studies scholars. If anything, I see it as an act of resistance to the plethora of publications that ‘count’ but are completely uninteresting, unimportant, and unread."---Alexia Panayiotou, Organization"Jerry Z. Muller’s thought-provoking The Tyranny of Metrics raises old post-positivist arguments on the limits of quantitative knowledge by using new theoretical leverages and applying them to original case studies."---Simone Raudino, European Legacy

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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 SynopsisMickey W. Mantle has been developing software for more than forty years as a software and hardware product creator, manager, and executive for companies that include Evans & Sutherland, Pixar, Broderbund, and Gracenote. He currently develops mobile/tablet applications, writes, and consults. Ron Lichty has been developing software for thirty years, most of them as a programming manager, director of development, and vice president of products and engineering for companies that include Apple, Fujitsu, Razorfish, and Schwab. He has written four books and hundreds of articles. He consults with startups and companies large and small to unravel the knots in software development and make it hum.Trade ReviewOver 50 five-star reviews on Amazon.com (U.S.)! “Lichty and Mantle have assembled a guide that will help you hire, motivate, and mentor a software development team that functions at the highest level. Their rules of thumb and coaching advice form a great blueprint for new and experienced software engineering managers alike.” –Tom Conrad, CTO, Pandora “I wish I’d had this material available years ago. I see lots and lots of ‘meat’ in here that I’ll use over and over again as I try to become a better manager. The writing style is right on, and I love the personal anecdotes.” –Steve Johnson, Senior Architect, Inlet Digital “ Managing the Unmanageable is a well-written, must-have reference book for anyone serious about building sustainable software teams that consistently deliver high-quality solutions that meet expectations. It is loaded with incredibly useful and practical tips and tricks to deal with real-life situations commonly encountered by software managers anywhere in the world. It tearlessly peels back the onion layers of the process of managing software developers–whether a handful of co-located programmers or thousands dispersed across the world–through a balance of battle-tested approaches and keen understanding of the various personalities and backgrounds of software team members. Finally, a book on software engineering that focuses on the manager’s dilemma of making a team of programmers work efficiently together. Every single software manager should have it on their bookshelf.” –Phac Le Tuan, CTO, Reepeet, and CEO, PaceWorks “Becoming a great engineering leader requires more than technical know-how; Ron and Mickey’s book provides a practical cookbook for the important softer side of engineering leadership, which can be applied to any software development organization.” –Paul Melmon, VP of Engineering, NICE Systems “EXCELLENT. Well-structured, logical, filled with great personal color and many little gems. You guys have done a great job here. Terrific balance between theory and practice, rich with info.” –Joe Kleinschmidt, CEO, Obindo, former CTO, Leverage Software “I started reading the nuggets section and it took fewer than four pages to improve my thinking. What struck me about the nuggets was that I could sense the genesis of this book: two masters of their craft learning from each other. Most books feel like a teacher describing a sterile version of what ‘ought to be done’ that leaves you wondering, ‘Will this work in the “real world”?’ Reading the nuggets felt like the sort of guidance that I would get from a trusted mentora–a mentor who I not only trusted, but one who trusted me to take the wisdom, understand its limits, and apply it correctly. It’s concentrated like a Reader’s Digest for technical management wisdom.” –Mike Fauzy, CTO, FauzyLogic “ Managing the Unmanageable is a great collection of sometimes-obvious and sometimes-not-obvious guidance for software managers. I wish that I had had this book when I first started managing teams, and it still is illuminating. For programmers who step into management, the hardest thing is to learn the soft skills. Ron and Mickey do a great job of illustrating not just the why but also the how.” –Bill Hofmann, VP of Engineering, Klamr.to “Unique dialogue around the human aspects of software development that is very much overdue.” –Mart Friedman, CEO and founder, Greenaxle Solutions “The advice provided herein about what to do on a new employee’s first day of work seems unique and very helpful!” –Steven Flannes, PhD, author, People Skills 3.0: Next-Generation Leadership Skills for Project Success “I just wish that I had this book when I started as a first-time manager five years ago!” –Kinnar Vora, VP, Product Development and Operations, Sequoia Retail Systems “The book provides insight to a unique group of people: programmers. Companies around the planet have struggled and are still struggling with how to best develop software products. Managing programmers is at the heart of developing software products successfully. Many project and organization leaders are ill-equipped to deal with programmers and software development in general. I think this book can bring insight to leaders of software organizations and help them understand and even get inside the head of programmers and therefore be more effective leaders.” –Michael Maitland, CEO (geek-in-charge), WhereTheGeeksRoam “I have enjoyed reading the book very much, and I wish I had it ten years ago–probably would have saved me from making certain mistakes. A lot of what I read is not new to me, but I have never seen so much relevant material assembled in one place. This book was just what I needed. I already feel that I’ve benefited from it.” –David Vydra, Continuous Delivery Advocate and Software Craftsman, TestDriven.com “I found the book very helpful. It heightened my sensitivity to my staff, even having managed for decades.” –Margo Kannenberg, Assistant Director, Application Development, HighWire Press “Mickey was my manager in my first role as programming manager. His real-world, pragmatic, hands-on guidance was a profound positive influence on everything I’ve ever done with management since. His is still my go-to advice as I develop and mentor managers. I’m pleased that he’s taken the time to canonize it in this book so that many more new and experienced managers can benefit from it.” –H. B. Siegel, Director, Amazon.com “Mantle and Lichty cut through abstract principles and present proven techniques that can increase the effectiveness of software development organizations. This book deserves a place on the real (or virtual) bookshelf of every software manager who wants to build an outstanding development team and create a culture where everyone enjoys coming to work. It’s especially valuable in telling managers what not to do, and how to address the inevitable problems that affect all organizations.” –Anthony I. (Tony) Wasserman, Professor of Software Management Practice, Carnegie Mellon University–Silicon Valley; ACM Fellow; and IEEE Life Fellow “Mickey was there on Long Island in the mid-1970s when the group now known as Pixar first formed, delivering successful software products then, and was still doing so, as manager, almost two decades later at Pixar itself. He knows what he’s talking about.” –Alvy Ray Smith, cofounder of Pixar “Ron and Mickey clearly understand how important it is for programmers to work on projects that make a difference and how essential it is for managers to create and foster a unique and innovative culture.” –Kathy Baldanza, VPE, Perforce Software “This book is a treasure trove of real-world experiences that will make you a more effective software development manager.” –Chris Richardson, founder of the original CloudFoundry.com, and author of POJOs in Action Table of Contents Chapter 1: Why Programmers Seem Unmanageable Chapter 2: Understanding Programmers Chapter 3: Finding and Hiring Great Programmers Chapter 4: Getting New Programmers Started Off Right Chapter 5: Becoming an Effective Programming Manager: Managing Down Chapter 6: Becoming an Effective Programming Manager: Managing Up, Out, and Yourself Chapter 7: Motivating Programmers Chapter 8: Establishing a Successful Programming Culture Chapter 9: Managing Successful Software Delivery Chapter 10: If You Are Agile, What Do Managers Do? TOOLS

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Book SynopsisManaging the human side of work Research by Daniel Goleman, a psychologist and coauthor of Primal Leadership, has shown that emotional intelligence is a more powerful determinant of good leadership than technical competence, IQ, or vision. Influencing those around us and supporting our own well-being requires us to be self-aware, know when and how to regulate our emotional reactions, and understand the emotional responses of those around us. No wonder emotional intelligence has become one of the crucial criteria in hiring and promotion. But luckily it’s not just an innate trait: Emotional intelligence is composed of skills that all of us can learn and improve on. In this guide, you’ll learn how to: Determine your emotional intelligence strengths and weaknessesUnderstand and manage your emotional reactionsDeal with difficult peopleMake smarter decisionsBounce back from tough timesHelp your team develop emotional intelligence Arm yourself with the advice you need to succeed on the job, with the most trusted brand in business. 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 SynopsisHow leaders can use the right story at the right time to inspire change and action This revised and updated edition of the best-selling book A Leader''s Guide to Storytelling shows how storytelling is one of the few ways to handle the most important and difficult challenges of leadership: sparking action, getting people to work together, and leading people into the future. Using myriad illustrative examples and filled with how-to techniques, this book clearly explains how you can learn to tell the right story at the right time. Stephen Denning has won awards from Financial Times, The Innovation Book Club, and 800-CEO-READ The book on leadership storytelling shows how successful leaders use stories to get their ideas across and spark enduring enthusiasm for change Stephen Denning offers a hands-on guide to unleash the power of the business narrative. Table of ContentsPreface ix Introduction 1 The purpose of the book and the process by which it came to be written Part One: The Role of Story in Organizations 15 1 Telling the Right Story: Choosing the Right Story for the Leadership Challenge at Hand 17 Based on the author’s personal journey of discovery, the chapter offers a catalogue of narrative patterns and a cost-benefit analysis of organizational storytelling 2 Telling the Story Right: Four Key Elements of Storytelling Performance 40 In an organizational context, telling the story right usually begins by choosing a plain style in which you tell the story as though you are talking to a single individual. You tell the truth as you see it, and prepare carefully for the performance. In the actual performance, you make yourself fully available for the audience and endeavor to connect with them as individuals Part Two: Eight Narrative Patterns 57 3 Motivate Others to Action: Using Narrative to Ignite Action and Implement New Ideas 59 The challenge of igniting action and implementing new ideas is pervasive in organizations today. The main elements of the kind of story that can accomplish this—a springboard story—are the story’s foundation in a sound change idea, its truth, its minimalist style, and its positive tone 4 Build Trust: Using Narrative to Communicate Who You Are 89 Communicating who you are and so building trust in you as an authentic person is vital for today’s leader. The type of story that can accomplish this typically focuses on a turning point in your life. It has a positive tone and is told with context. Sometimes it is appropriate to tell your story, but sometimes it isn’t 5 Use Narrative to Build Your Brand: The World of Social Media 109 Just as a story can communicate who you are, a story can communicate who your company is. Stories that the company tells about its brand are becoming less important than stories that customers tell. The products and services that are being offered are often the most effective vehicle to communicate the brand narrative to external stakeholders 6 Transmit Your Values: Using Narrative to Instill Organizational Values 126 Values differ: there are robber baron, hardball, instrumental, and ethical values; there are personal and corporate values, and espoused and operational values. Values are established by actions and can be transmitted by narratives like parables that are not necessarily true and are typically told in a minimalist fashion 7 Get Others Working Together: Using Narrative to Get Things Done Collaboratively 151 Different patterns of working together include work groups, teams, communities, and networks. Whereas conventional management techniques have difficulty in generating high-performing teams and communities, narrative techniques are well suited to the challenge 8 Share Knowledge: Using Narrative to Transmit Knowledge and Understanding 181 Knowledge-sharing stories tend to be about problems and have a different pattern from the traditional well-told story. They are told with context, and have something traditional stories lack: an explanation. Establishing the appropriate setting for telling the story is often a central aspect of eliciting knowledge sharing stories 9 Tame the Grapevine: Using Narrative to Neutralize Gossip and Rumor 205 Stories form the basis of corporate culture, which is a type of know-how. Although conventional management techniques are generally impotent to deal with the rumor mill, narrative techniques can neutralize untrue rumors by satirizing them out of existence 10 Create and Share Your Vision: Using Narrative to Lead People into the Future 228 Future stories are important to organizations, although they can be difficult to tell in a compelling fashion since the future is inherently uncertain. The leader can tell a future story in an evocative fashion or use a springboard story as a shortcut to the future. The differences among simulations, informal stories, plans, business models, strategies, scenarios, and visions are reviewed Part Three: Putting It All Together 251 11 Solve the Paradox of Innovation: Using Narrative to Transform Your Organization 253 None of the traditional approaches to transformational innovation actually works. Solving the paradox of innovation requires rethinking the whole concept of management. Storytelling has a major role to play 12 A Different Kind of Leader: Using Narrative to Become an Interactive Leader 269 Effective use of the full array of narrative techniques entails becoming an interactive leader, that is, a kind of leader quite different from a conventional commandand-control manager. The interactive leader is someone who participates, connects, and communicates with people on a plane of equality and is relatively free of ego Notes 295 Bibliography 315 Acknowledgments 327 About the Author 329 Index 331

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Book Synopsis"Mesmerizing & fascinating. " The Seattle Post-Intelligencer "The Freakonomics of big data. " Stein Kretsinger, founding executive of Advertising.Table of ContentsForeword Thomas H. Davenport xvii Preface to the Revised and Updated Edition xxi What’s new and who’s this book for—the Predictive Analytics FAQ Preface to the Original Edition xxix What is the occupational hazard of predictive analytics? Introduction The Prediction Effect 1 How does predicting human behavior combat risk, fortify healthcare,toughen crime fighting, boost sales, and cut costs? Why must a computer learn in order to predict? How can lousy predictions be extremely valuable?Whatmakes data exceptionally exciting?How is data science like porn?Whyshouldn’t computers be called computers? Why do organizations predict when you will die? Chapter 1 Liftoff! Prediction Takes Action (deployment) 23 How much guts does it take to deploy a predictive model into field operation, and what do you stand to gain?Whathappens when aman invests his entire life savings into his own predictive stock market trading system? Chapter 2 With Power Comes Responsibility: Hewlett-Packard,Target, the Cops, and the NSA Deduce Your Secrets (ethics) 47 How do we safely harness a predictive machine that can foresee job resignation, pregnancy, and crime? Are civil liberties at risk? Why does one leading health insurance company predict policyholder death?Two extended sidebars reveal: 1) Does the government undertake fraud detection more for its citizens or for self-preservation, and 2) for what compelling purpose does the NSA need your data even if you have no connection to crime whatsoever, and can the agency use machine learning supercomputers to fight terrorism without endangering human rights? Chapter 3 The Data Effect: A Glut at the End of the Rainbow (data) 103 We are upto our ears in data, but how much can this raw material really tell us? What actually makes it predictive? What are the most bizarre discoveries from data? When we find an interesting insight, why are we often better off not asking why? In what way is bigger data more dangerous? How do we avoid being fooled by random noise and ensure scientific discoveries are trustworthy? Chapter 4 The Machine That Learns: A Look inside Chase’s Prediction of Mortgage Risk (modeling) 147 What form of risk has the perfect disguise? How does prediction transform risk to opportunity? What should all businesses learn from insurance companies? Why does machine learning require art in addition to science? What kind of predictive model can be understood by everyone? How can we confidently trust a machine’s predictions? Why couldn’t prediction prevent the global financial crisis? Chapter 5 The Ensemble Effect: Netflix, Crowdsourcing, and Supercharging Prediction (ensembles) 185 To crowd source predictive analytics—outsource it to the public at large—a company launches its strategy, data, and research discoveries into the public spotlight. How can this possibly help the company compete? What key innovation in predictive analytics has crowd sourcing helped develop? Must supercharging predictive precision involve overwhelming complexity, or is there an elegant solution? Is there wisdom in nonhuman crowds? Chapter 6 Watson and the Jeopardy! Challenge (question answering) 207 How does Watson—IBM’s Jeopardy!-playing computer—work? Why does it need predictive modeling in order to answer questions, and what secret sauce empowers its high performance? How does the iPhone’s Siri compare? Why is human language such a challenge for computers? Is artificial intelligence possible? Chapter 7 Persuasion by the Numbers: How Telenor, U.S. Bank, and the Obama Campaign Engineered Influence (uplift) 251 What is the scientific key to persuasion? Why does some marketing fiercely backfire? Why is human behavior the wrong thing to predict? What should all businesses learn about persuasion from presidential campaigns? What voter predictions helped Obama win in 2012 more than the detection of swing voters? How could doctors kill fewer patients inadvertently? How is a person like a quantum particle? Riddle: What often happens to you that cannot be perceived and that you can’t even be sure has happened afterward—but that can be predicted in advance? Afterword 291 Eleven Predictions for the First Hour of 2022 Appendices A. The Five Effects of Prediction 295 B. Twenty Applications of Predictive Analytics 296 C. Prediction People—Cast of “Characters” 300 Hands-On Guide 303 Resources for Further Learning Acknowledgments 307 About the Author 311 Index 313 Also see the Central Tables (color insert) for a cross-industry compendium of 182 examples of predictive analytics. This book’s Notes—120 pages of citations and comments pertaining to the chapters above—are available online at www.PredictiveNotes.com.

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Book Synopsis Richard  Wolfe set up Email Handyman in 2008 to help people deal more effectively with their daily deluge of email. They offer in-house and online workshops for individuals and companies in 7 languages and over 10 countries worldwide. Richard is fascinated with how we create technology to increase our productivity and then often seem to achieve the opposite. Richard has a passion for finding easy ways to make technology work for us rather than against us. After business school and many years in the Internet industry, Richard decided to dedicate himself to helping people use one of the most ubiquitous technologies around today: Email.Table of ContentsIntroduction: The Benefits of Speedmailing Benefits of Speedmailing How to Master your Inbox Tips & Tricks 5 Processing Steps Step 1: Turn off pop-up email notifications. Step 2: Process your inbox just a couple of times a day. Step 3: Empty your inbox each time. Step 4: Sort emails into 4 action-related folders. Step 5: File all emails that no longer need your attention in a single folder. The Ground Rules of Speedmailing The 3 Golden Rules 1. One email at a time – think quick and use shortcuts. 2. Follow the 2-minute rule. 3. Review all folders once a week. Lifesaver rule: The Back-from-Holiday Crunch Search: A Speedmailer’s best friend Kick off your search with Ctrl+E (or Ctrl+F) The Spacebar is your biggest search friend Too many and the minus trick Too few and the blue line Turn on conversation view The Dos and Don’ts of Speedmailing When Receiving Email When Sending Email When Replying to Email Inbox Management Tips

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Book SynopsisJames McGrath worked as an accountant and senior manager in industry, local government and as a self-employed management consultant before becoming Course Director for the MA in Education and Professional Development at the City of Birmingham University. He is also co-author of The Little Book of Big Management Theories and author of The Little Book of Big Management Questions and The Little Book of Big Decision Models.Trade Review‘Pure nectar - a distillation of management with passion. Not only a book for Management but should be required reading for any sales executive’. Dr Paul Mycock, Principle Consultant, Ampercom LtdTable of ContentsAbout the authorAcknowledgementsIntroductionHow to get the most out of this book Section 1: Managing a Successful Business Introduction1 Peter Drucker on why customers are more important than profits 2 Jack Walsh on the need for a competitive advantage3 Marvin Bower on why more cohesion and less hierarchy is required in organisations4 Harold Geneen on why cash is king5 Andrew Carnegie on taking care of the pennies 6 Sam Walton on why you should ignore conventional wisdom 7 Jeff Bozos on two ways to expand your business 8 Phillip Kotler on creating markets9 Laurence J. Peter on why people rise to the level of their own incompetence 10 Warren Bennis on why failing organisations need leadership not more management Conclusion Section 2: Managing Yourself and Your CareerIntroduction 11 Theodore Levitt on making your career your business12 Henry Ford on pursuing your heart’s desire 13 Dale Carnegie on how people know you14 Henry Ford on self-confidence and self-doubt 15 Moly Sargent on investing in your greatest asset – you 16 Andrew Carnegie on why you can’t do it all yourself 17 Thomas Edison on why persistence not inspiration leads to success 18 Bill Watkins on why you should never ask management for their opinion 19 Andrew Carnegie on investing 100% of your energy in your career 20 Thomas Edison on saving timeConclusion Section 3: Managing People and TeamsIntroduction 21 Charles Handy on what management should be about 22 Peter Drucker and the manager’s job in thirteen words 23 Peter Drucker on learning to work with what you’ve got 24 Robert Townsend on how to keep the organisation lean, fit and keen 25 Warren Buffet on why integrity trumps intelligence and energy when appointing staff 26 Marcus Buckingham on managers and the golden rule27 Theodore Roosevelt on why you should not micro manage staff 28 Dee Hock on why you should keep it simple (KISS)29 Alfred P. Sloan on why the value of management by exception 30 Jack Welch on the three essential measures in any business31 Ron Dennis on supporting the weakest link 32 Zig Ziglar on why you should invest in staff training Conclusion Section 4: Leadership Introduction33 Warren Bennis on the making of a leader34 Howard D. Schultz on why leaders must provide followers with meaning and purpose35 Peter Drucker on why results make leaders36 Warren Bennis on why leaders must walk the talk37 Edward Deming on building credibility with followers 38 Henry Minzberg on why leadership is management practiced well39 S K. Chakraborty on the source of organisational values40 Claude I. Taylor on vision building41 Doris Kearns Goodwin on why leaders need people to disagree with them. 42 John Quincy Adams on how you know you are a leaderConclusion Section 5: MotivationIntroduction 43 Robert Frost on disenchantment in the workplace44 Ken and Scott Blanchard on explaining to people why their work is important 45 Fredrick Herzberg on the sources of motivation46 Tom Peters on self-motivation47 General George Patton on motivation through delegation48 John Wooden on why you need to show you careConclusion Section 6: Decision MakingIntroduction 49 Robert Townsend on keeping decision making

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Book SynopsisAn essential guide for business organizations to embrace disorder and emerge stronger.

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Book SynopsisIf disaster struck, could your business continue to operate? It might be a fire, flood, storm, or a quality control failure - whichever way, how can you minimize the risk of disruption to your business? This book sets out how to identify the risks to your organization, how to create your own BCM plan and what to do if the worst does happen.Trade ReviewThe guide provides simple, practical and low cost steps to help companies make sure they can stand up to disruptions. (The Start Up Donut, 12th October 2012) a balanced and comprehensive book of chapters, each of which can be read on its own, allowing the reader to focus on what is important to their business, conscious that they are getting the full picture. (October 2012) The book is a useful guide to the topic that would serve as good foundation even for enterprises embarking upon of reviving a BC plan. (ComputerScope, November 2012) An impressive and informative book. Don t get a consultant, save your money and buy the book instead' (Frost Magazine, May 2013)Table of ContentsIntroduction 1 Part I: Discovering Business Continuity 7 Chapter 1: Introducing Business Continuity 9 Chapter 2: Understanding the Importance of Business Continuity 19 Chapter 3: Achieving Rapid Results and Quick Wins 33 Part II: Starting Out on Your Business Continuity Journey 51 Chapter 4: Focusing on What’s Important: Business Impact Analysis 53 Chapter 5: Considering the Risks to Your Business 71 Chapter 6: Building Resilience in Your Supply Chain 95 Chapter 7: Selecting the Right Continuity Strategies 107 Chapter 8: Developing Your Business Continuity Plan 127 Part III: Embedding Business Continuity into Your Company 141 Chapter 9: Building a Great Business Continuity Team 143 Chapter 10: Managing a Crisis 153 Chapter 11: Validating Your Business Continuity Plan 171 Part IV: Examining Business Continuity in Specific Contexts 193 Chapter 12: Calling in the Experts 195 Chapter 13: Viewing Business Continuity from a Manufacturing Perspective 207 Chapter 14: Developing a Retail Business Continuity Programme 217 Chapter 15: Using Business Continuity with Professional Services Firms 225 Chapter 16: Making Insurance Work 235 Part V: The Part of Tens 249 Chapter 17: Ten Top Tips for Keeping Your IT in Great Shape 251 Chapter 18: Ten Tips for Communicating Internally During a Disruption 257 Chapter 19: Ten Tips for Effective External Communication in a Crisis 263 Index 269

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Book SynopsisColin Fisher is Professor of Business Ethics at Nottingham Trent University, Nottingham.Table of ContentsIntroduction Choosing a Topic and Designing the Project Writing a Critical Literature Review Concepts, Conceptual Frameworks and Theories Collecting and Analysing Research Material Interpreting the Research Material Framing Arguments and Writing Up Using Software for Research

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Book SynopsisStandardization is one of the defining aspects of modern life, its presence so pervasive that it is usually taken for granted. However cumbersome, onerous, or simply puzzling certain standards may be, their fundamental purpose in streamlining...Trade Review"Standards and Their Stories is an important, well-written, and extraordinarily provocative examination of a part of the world usually hidden from any sort of public view. The authors show how much of what we take for granted is the result of negotiation, compromise, and occasionally coercion. They do so by inventing a suite of new and innovative research methods. As a result, this book is likely to become not only 'the standard' for studies of this sort but also the starting point for new ways of investigating sociotechnical processes."—Lawrence Busch, Michigan State University"I sat down to read the book, read the first page, and paused while my face broke into a smile and a comfortable warm feeling came over my body. Yup, this was going to be a great book. Further reading confirmed the impression. Standards rule our lives. Yeah, standards, that dull, frustrating, topic studied by 'The Society of People Interested in Boring Things.' But this book proves that far from being dull, the stories behind standards are interesting, insightful, and revealing of the workings of bureaucracy. Standards are essential for different stuff made by different companies in different countries to work well together. Whether it is bananas or chocolate, application forms for terrorist training, or the sizes of people's rear ends (critical for airline seats), standards are essential part of life today (all these are covered in the book). This engaging book serves several purposes. It explains much of the history, rationale, and politics of standards. It shows why they have huge social impact, far beyond what most of us realize, often far beyond what was intended. And best of all, it is fun to read."—Don Norman, Northwestern University, author of The Design of Future Things

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Book SynopsisIs your business ready for the future? Scenario planning is a fascinating, yet still underutilized, business tool that can be of immense value to a company's strategic planning process. It allows companies to visualize the impact that a portfolio of possible futures could have on their competitiveness.Table of ContentsIntroduction 1Albert Einstein may have been a great scientist, but if he’d been a businessman, he’d have lost his job. Chapter 1 Escaping the Tyranny of the Present 6Conventional forecasting and projections won’t help you see much beyond next Tuesday. Scenario planning, on the other hand, won’t nail down the future, either, but there is no such thing as the future, anyway, so that’s all right. Instead, by helping you explore alternative futures, scenario planning will help you see what could happen, so you’ll be better prepared to deal with it. Chapter 2 How-To 26Start to finish, here’s how the process works. (You’ll still want an expert facilitator. My e-mail is wade@11changes.com.) Chapter 3 Case Studies: The Real World 64These four organizations used scenario planning to explore how the future might unfold for a country, an economic sector, an industry, and a company. Chapter 4 Black Swans 140History turns on events that are extremely rare yet have huge consequences. The same is probably true of your company’s future. Chapter 5 Are You Ready? 156Most books about the future are full of predictions. “Just you watch: This will happen.” This book isn’t. Instead, it poses some questions about what could happen. Postscript Thinking the Unthinkable 186A failure of imagination can have tragic results.

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Book SynopsisEfficiently and effectively assess employees performance. Are your employees meeting their goals? Is their work improving over time? Understanding where your employees are succeeding—and falling short—is a pivotal part of ensuring you have the right talent to meet organizational objectives. In order to work with your people and effectively monitor their progress, you need a system in place. The HBR Guide to Performance Management provides a new multi-step, cyclical process to help you keep track of your employees' work, identify where they need to improve, and ensure they're growing with the organization. You'll learn to: Set clear employee goals that align with company objectives Monitor progress and check in regularly Close performance gaps Understand when to use performance analytics Create opportunities for growth, tailored to the individual Overcome and avoid burnout on your team Arm yourself with the advice you need to succeed on the job, with the most trusted brand in business. 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 SynopsisPut an end to miscommunication and inefficiency--and tap into the strengths of your diverse team. If you read nothing else on managing across cultures, read these 10 articles. We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you manage culturally diverse employees, whether they're dispersed around the world or you're working with a multicultural team in a single location. This book will inspire you to: * Develop your cultural intelligence * Overcome conflict on a team where cultural norms differ * Adopt a common language for more efficient communication * Use the diverse perspectives of your employees to find new business opportunities * Take varying cultural practices into account when resolving ethical issues * Accommodate and plan for your expatriate employees This collection of articles includes "Cultural Intelligence," by P. Christopher Earley and Elaine Mosakowski; "Managing Multicultural Teams," by Jeanne Brett, Kristin Behfar, and Mary C. Kern; "L'Oreal Masters Multiculturalism," by Hae-Jung Hong and Yves Doz; "Making Differences Matter: A New Paradigm for Managing Diversity," by David A. Thomas and Robin J. Ely; "Navigating the Cultural Minefield," by Erin Meyer; "Values in Tension: Ethics Away from Home," by Thomas Donaldson; "Global Business Speaks English," by Tsedal Neeley; "10 Rules for Managing Global Innovation," by Keeley Wilson and Yves L. Doz; "Lost in Translation," by Fons Trompenaars and Peter Woolliams; and "The Right Way to Manage Expats," by J. Stewart Black and Hal B. Gregersen.

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Book Synopsis"The rarest of business books that teaches decision makers how to think, not what to think." - Malcolm GladwellWhen it comes to our hardest choices, it can seem as though making trade-offs is inevitable. But what about those crucial times when accepting the obvious trade-off just isn't good enough? What do we do when the choices in front of us don't get us what we need? Rather than choosing the least worst option, Creating Great Choices offers a model that guides you towards a new and superior answer... integrative thinking.First introduced by world-renowned strategic thinker Roger Martin in The Opposable Mind, integrative thinking is an approach to problem solving that uses opposing ideas as the basis for innovation. Now, in Creating Great Choices, Martin and his longtime thinking partner Jennifer Riel vividly illustrate how integrative thinking works, and how to do it.The book includes fresh stories of successful integrative thinkers that will demystify the process of creative problem solving, as well as practical tools and exercises to help readers engage with the ideas. And it lays out the authors' four-step methodology for creating great choices, which can be applied in virtually any context. The result is a replicable, thoughtful approach to finding a "third and better way" to make important choices in the face of unacceptable trade‐offs.Insightful and instructive, Creating Great Choices blends storytelling, theory, and hands-on advice to help any leader or manager facing a tough choice.Trade Review"…a refreshing and novel twist on the underlying cognitive processes of great decision-making…sound and wonderfully articulated." -- CHOICE, the publication of the American Library Association"useful management guide to decision making" -- Engineering and Technology Magazine, The Institution of Engineering and Technology"The Opposable Mind introduced the idea of 'integrative thinking'…[In Creating Great Choices], Riel and Martin turn this insight into a method that they say everyone can learn and practise. In the process they interweave the latest in behavioural and design thinking with new examples from Lego to Unilever." -- Financial Times"If you're trying to plan an organization's future, this book contains multitudes. Two talented strategists offer vivid stories to unlock your creativity, strong evidence to challenge your assumptions, and practical exercises to sharpen your thinking." -- Adam Grant, LinkedIn"Roger Martin has been recognized in our annual business book awards more than any other author… Perhaps the only thing more impressive than the consistently high quality of that prolific output is range." -- 800 CEO READ, Editor's Choice"Making good choices is central to business and personal success...This new book … focuses on the process of learning and practice, the methodology, and the tools and skills leaders need to cultivate integrative thinking." -- IEDP Developing Leaders"A decade on from The Opposable Mind, Martin sets out a practical workbook on the subject… If you take one thing away it is that to make great choices you need must be prepared to take problems apart before building fully creative solutions." -- EconomiaA 2017 Best Business Book -- The Globe & MailAdvance Praise for Creating Great Choices:Malcolm Gladwell, bestselling author, The Tipping Point, Blink, and Outliers; staff writer, The New Yorker--"Creating Great Choices is the rarest of business books that teaches decision makers how to think, not what to think. I found it superb and wholly original."Adam Grant, New York Times–bestselling author, Give and Take and Originals; coauthor, Option B--"This book contains multitudes. Two talented strategists offer vivid stories to unlock your creativity, strong evidence to challenge your assumptions, and practical exercises to sharpen your thinking. I’ll be recommending it to leaders, students, and anyone else who wants to get better at problem solving."David Taylor, Chairman and CEO, Procter & Gamble--"Integrative thinking is powerful. It provides a concrete way to leverage diverse voices and to collaboratively create better choices. I have worked hard to become a practitioner of this approach of finding the better third way, because I truly believe it leads to more effective and more creative choices. Creating Great Choices provides an essential resource for thinking differently that can help leaders resolve some of their toughest problems."Arianna Huffington, author, Thrive; CEO, Thrive Global; and founder, Huffington Post--"Everybody wants to succeed in their jobs and in their relationships and make the world a better place if they can. Creating Great Choices is a book that can actually help you make that happen, offering concrete, practical advice and tools to help you overcome challenges and manage your relationships. It’s an essential read that won't just change how you think, it will also change how you act."Tim Brown, CEO, IDEO; author, Change by Design--"Integrative thinking is a critical skill for business and life. The Opposable Mind introduced the idea. With practical and inspirational approaches, Creating Great Choices sets you on the path to mastery."Daniel H. Pink, author, Drive and To Sell Is Human--"Integrative thinking is a powerful idea that offers new answers to our toughest problems. In this compelling work, Riel and Martin show us how to use this fresh mental model to make great choices rather than settle for weak compromises. Bursting with practical tips, engaging exercises, and keen insights, this book belongs within arm's reach of every leader trying to navigate the future."Lowell C. McAdam, Chairman and CEO, Verizon Communications--"In an age where society is tending more and more to lock in on one line of thinking, Riel and Martin give us the tools to break away from our prejudices and eliminate our blind spots, giving us the chance to arrive at a different and better conclusion. A critical tool in both business and life."

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Book SynopsisMartin Thomas is a highly-experienced marketing communications consultant, trainer, author, public speaker and non-executive director. He has enjoyed a successful career in advertising, PR, sponsorship and media including senior management roles with some of the world's leading marketing services agencies. Much of his work has been focused on helping organisations respond to the opportunities and challenges posed by digital media. He is digital and social media course leader for the Institute of Directors.Table of Contents PART 1 - PLAN: DEVELOPING A SUCCESSFUL SOCIAL MEDIA STRATEGY 1 Defining your objectives 2 Measuring success 3 Creating an operating system PART 2 - DO: HARNESSING THE POWER OF SOCIAL MEDIA TO BOOST YOUR BUSINESS 4 Delivering a core social media programme 5 Making the most of social intelligence 6 Using social media to enhance your sales and marketing 7 Embracing social customer service 8 Reinvigorating your internal communications 9 Transforming your corporate culture PART 3 - CHECK: MANAGING RISKS AND MEASURING PERFORMANCE 10 Avoiding problems and handling crises 11 Auditing your performance PART 4 - BE: DEVELOPING YOUR PERSONAL PROFILE AND LEADERSHIP SKILLS 12 Enhancing your social media literacy 13 Managing your personal brand 14 Using social media as a leadership tool

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Book Synopsis''The Challenge Culture is a must-read for employers and employees alike, and promises to get ideas for long-term success percolating.'' - Robert Kraft, chairman and CEO of the Kraft Group''Nigel''s career, vision and humanity are very refreshing'' - Claude Littner, former Chief Executive of Tottenham Hotspur and author of Single-Minded: My Life in BusinessChallenge is essential for survival and sustained success in today''s volatile world.We live in an era when successful organisations can fail in a flash. But they can cope with change and thrive by creating a culture that supports positive pushback: questioning everything without disrespecting anyone.Nigel Travis has forty years of experience as a leader in large and successful organizations, as well as those facing existential crisis - such as Blockbuster as it dawdled in the face of the Netflix challenge. In his ten years as CEO and Chairman of Dunkin'' Brands, Travis fTrade Review'Smart and insightful, this work offers an insider's account of the leadership approach behind a successful global brand that executives in any industry can emulate.' * Publishers Weekly *'The insights of The Challenge Culture provide a powerful playbook for people across the business world.' * Sam Kennedy, president and CEO of the Boston Red Sox *'Nigel Travis has hit the nail on the head. Collective brilliance can only come from challenge and he proves this throughout his own leadership journey. Entertaining, edifying and exactly right.' * Manley Hopkinson FRSA FRGS, author of Compassionate Leadership *Women, especially young women, in today's world need to understand the importance of challenging authority and speaking up to share their point of view. The Challenge Culture brilliantly explains how to do it. * Nicole Lapin, author of Boss Bitch and Rich Bitch *Nigel Travis shares his insight on the importance of creating a challenge culture, one that questions the status quo, encourages internal pushback and helps companies be nimble enough to adapt to change. The Challenge Culture is a must read for employers and employees alike, and promises to get ideas for long-term success percolating. * Robert Kraft, chairman and CEO of the Kraft Group and The New England Patriots *'The world is filled with CEOs who major in one or two parts of their enterprise, but minor in none. Nigel understands the intricacies of everything. And even better, he knows how to put them together to make a business run the way it should. This book not only takes you inside his businesses, but inside the mind that challenged them to thrive. If you can use 20% of what he's suggesting, you'll be ahead of the game. Use 40% and you can blow the doors off.' * Mark Goldstein, former chief marketing officer, BBDO Worldwide *'Business and politics have become ever more competitive and unpredictable. In order to succeed in this environment, Travis introduces The Challenge Culture where employees are encouraged and are sufficiently self-confident to push back, engage in debate and along with their leaders search intensively for the best answer to critical issues. A must read for all people leading organizations in these turbulent times!' * Larry Bossidy, former chairman and CEO of Honeywell International, coauthor of Execution: The Discipline of Getting Things Done *'Dissent is not disloyalty but can be the spark for innovation and the safeguard for integrity. ... Conformity kills creativity and subverts justice and The Challenge Culture is the antidote to a contagion of conformity across sectors.' * Jeffrey A. Sonnenfeld, senior associate dean for Leadership Studies and Lester Crown Professor of Leadership Practice, Yale School of Management *Nigel's career, vision and humanity are very refreshing. * Claude Littner, former Chief Executive of Tottenham Hotspur, author of Single-Minded: My Life in Business *

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Book SynopsisTable of ContentsPreface to the Fifth Edition xi Abbreviations xiii Introduction 1 The organization 1 The user 2 Principles, processes, practices and procedures 2 1 Fundamentals 3 Key points 3 Introduction 4 Background 4 Practice note –Three perspectives 6 Key concepts 12 Supporting concepts 15 Key roles, responsibilities and accountabilities 18 Core competence in facility management 19 Conclusions 20 Checklist 20 2 Facility Planning 22 Key points 22 Introduction 23 Real estate management 24 Own, lease or rent decision 24 Fully serviced workplace 25 Space management 26 Business continuity and recovery planning 29 Design and construction for operability 30 Practice example – Bargain basement 40 Design development 41 Stakeholders 42 Risk management 45 Conclusions 46 Checklist 47 3 Facility Management Strategy 48 Key points 48 Introduction 49 Understanding the organization 50 Business context 50 Business drivers and constraints 52 Organizational management levels 52 Capability maturity 54 Practice example – Taking one’s own advice 55 Strategy formulation 56 Strategic analysis 58 Solution development 61 Strategy implementation 62 Business intelligence 64 Conclusions 65 Checklist 66 4 Human Resources Management 68 Key points 68 Introduction 69 Human resources planning 70 Recruitment, retention and release 72 Leadership and management styles 74 Delegation and empowerment 74 Practice example – Mind the gap 75 Learning and continuing professional development/education 77 Conclusions 78 Checklist 79 5 Well-Being, Workplace and Productivity 80 Key points 80 Introduction 81 Well-being 83 Practice example – A precautionary tale 87 User behaviour 87 Cross-cultural behaviour 88 Productivity and efficiency 89 Internal environment 95 Design issues 97 Unconventional working arrangements 99 Co-working 100 Conclusions 104 Checklist 104 6 Health, Safety, Security and the Environment 106 Key points 106 Introduction 107 HSSE policy 108 Social performance 109 Zero accidents 110 ALARP 110 Practice example –The only facility is a safe facility 111 Occupational health and safety (OH&S) 112 Compliance 114 Hazard identification and risk assessment 118 Protection of users 119 Conclusions 119 Checklist 120 7 Facility Management Organization 122 Key points 122 Introduction 123 Background to the facility management organization 124 Organizational structure and management 125 Extent of embeddedness 127 Practice example – Management led or management overload? 131 Service delivery options 132 Support processes and activities 138 Dynamic capabilities 139 Aligning the facility management organization and service options 141 Conclusions 141 Checklist 142 8 Outsourcing Decision 144 Key points 144 Introduction 145 Establishing the baseline 146 Users as key stakeholders 148 Sourcing policy 151 Practice example – Capability or capacity? 152 Attributes of service 153 Evaluating options 158 Conclusions 160 Checklist 161 9 Procurement 163 Key points 163 Introduction 164 Procurement process 165 Centralized or decentralized procurement 167 Procurement policy and procedures 167 Roles, responsibilities and accountabilities 169 Prequalification of service providers 170 Request for proposals or tender 176 Service specifications 178 Service level agreements (SLAs) 181 Tendering 184 Practice example –When the price is right 187 Financial close 188 Competitive dialogue 190 Conclusions 191 Checklist 192 10 Service Delivery 194 Key points 194 Introduction 195 Users as customers 196 In-house provision 197 External service providers 198 Mobilization 199 Business continuity and transition 201 Practice example – To be at a complete loss 202 Contract management 203 Contract administration 208 Conclusions 209 Checklist 210 11 Specialist Services and Partnership 212 Key points 212 Introduction 213 ICT services 214 Healthcare services 217 Security and protection services 218 Custodial services 219 Professional services 220 Performance and SLAs 220 Risk, insurance and indemnities 221 Supplier management 221 Collaborative relationships 222 Practice example – Take your partners 227 Public–private partnerships (PPPs) 228 Conclusions 234 Checklist 235 12 Performance Management 237 Key points 237 Introduction 238 Quality or performance 239 Post-implementation review 239 Post-occupancy evaluation (POE) 240 Service review 242 Performance measurement 244 Practice example – On another level 253 Updating service specifications and SLAs 254 Benchmarking 255 Quality management system 262 Conclusions 263 Checklist 263 13 Maintenance Management 266 Key points 266 Introduction 267 Maintenance strategy 268 Maintenance policy 269 Maintenance planning 270 Practice example – Learning an important lesson 272 Maintenance approach and methods 276 Building logbook 280 Permits and approvals 281 Inspections 281 Building services engineering installations 282 Intelligent or smart systems 285 Manuals, registers and inventories 286 Maintenance management system 288 Conclusions 289 Checklist 290 14 Sustainable Facilities 292 Key points 292 Introduction 293 Sustainable development 294 Environmental management 295 Zero carbon 298 Environmental performance and energy efficiency 299 Managing water resources 300 Managing waste 301 Corporate social responsibility (CSR) 302 Management and user responsibilities 303 Economic performance 303 Life cycle costing 305 Practice example – Ever smarter, ever green 305 Technology-enhanced facilities 306 Innovative workplaces and communities 310 Conclusions 314 Checklist 315 15 Change Management 317 Key points 317 Introduction 318 Management of change 319 Organizational change 320 Practice example – No false moves 324 Transition 325 Re-occupation and business recovery 343 Innovation, research and development 345 Conclusions 347 Checklist 348 16 Facility Management Systems 350 Key points 350 Introduction 351 Management systems 352 Management system standards 353 Facility management system 354 Requirements 355 Practice example – Conformity is good for business 366 Implementation of a facility management system 366 Assessment 367 Evidence-based approach 370 Conclusions 370 Checklist 371 17 Information Management 373 Key points 373 Introduction 374 Managing information 375 Facility handbook 382 Facility user guide 383 Classifying information and data 384 Computer-aided facility management (CAFM) systems 396 Building information modelling (BIM) 397 Practice example – Problems can be difficult, solutions must not be 403 Internet of Things 404 Artificial intelligence 404 Conclusions 407 Checklist 408 Appendices 410 A Standards 410 B Glossary 413 C Prevention of Fraud and Irregularity 424 D Contracts and Agreements 430 References 433 Index 436

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Book SynopsisJulian Birkinshaw is Professor and Chair of Strategy & Entrepreneurship at LBS. He's a Fellow of the British Academy & holds PhD & MBA degrees. He was recently placed 39th on the global Thinkers 50 list of thought leaders in the field of management. Ken Mark is a businessman, entrepreneur, research & writer. He's written more than 100 case studies for use in MBA classrooms.Table of Contents PART ONE ORGANISATIONAL BEHAVIOUR 1 Change management: Kotter’s eight-step model 2 Cognitive biases in decision making 3 Emotional intelligence 4 Managing work groups: Belbin team roles 5 Matrix management 6 Mintzberg’s managerial roles 7 Motivation: Theory X and Theory Y 8 Negotiating techniques: BATNA 9 Schein’s model of organisational culture 10 360-degree assessment PART TWO MARKETING 11 Customer lifetime value 12 Ethnographic market research 13 Market orientation 14 Multichannel marketing 15 Met promoter score 16 The 4Ps of marketing 17 Pricing strategies: dynamic pricing 18 Product life cycle 19 Segmentation and personalised marketing PART THREE STRATEGY AND ORGANISATION 20 The ambidextrous organization 21 The BCG growth-share matrix 22 Blue ocean strategy 23 Core competence and the resource-based view 24 Corporate social responsibility: the triple bottom line 25 Corporate strategy: parenting advantage 26 Five forces analysis 27 Game theory: the prisoner’s dilemma 28 Generic strategies 29 The McKinsey 7S framework PART FOUR INNOVATION AND ENTREPRENEURSHIP 30 Brainstorming 31 Design thinking 32 Disruptive innovation 33 Greiner’s growth model 34 Open innovation 35 The seven domains assessment model for entrepreneurs 36 Stage/gate model for new product development 37 Scenario planning PART FIVE ACCOUNTING 38 The accrual method in accounting 39 Activity-based costing 40 The balanced scorecard 41 The DuPont identity 42 Economic value added 43 Ratio analysis PART SIX FINANCE 44 Black-Scholes options pricing model 45 Bond valuation 46 Capital asset pricing model 47 Capital budgeting 48 Modern portfolio theory 49 Modigliani-Miller theorem 50 Time value of money 51 Valuing the firm 52 Weighted average cost of capital PART SEVEN OPERATIONS 53 Agile development 54

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Book SynopsisProductivity starts with you. Every day begins with the same challenge: too many tasks on your to-do list and not enough time to accomplish them. Perhaps you tell yourself to just buckle down and get it all done—skip lunch, work a longer day. Maybe you throw your hands up, recognize you can't do it all, and just begin fighting the biggest fire or greasing the squeakiest wheel. And yet you know how good it feels on those days when you're working at peak productivity, taking care of difficult and meaty projects while also knocking off the smaller tasks that have been hanging over your head forever. Those are the times when your day didn't run you—you ran your day. To have more of those days more often, you need to discover what works for you given your strengths, your preferences, and the things you must accomplish. Whether you're an assistant or the CEO, whether you've been in the workforce for 40 years or are just starting out, this guide will help you be more productive. You'll discover different ways to: Motivate yourself to work when you really don't want to Take on less, but get more done Preserve time for your most important work Improve your focus Make the most of small pockets of time between meetings Set boundaries with colleagues—without alienating them Take time off without tearing your hair out Arm yourself with the advice you need to succeed on the job, with the most trusted brand in business. 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 SynopsisIn the last century, changes in technology have driven massive developments in the social economy. The Fourth Industrial Revolution demands new approaches to organizational structures and teams. A paradigm shift is emerging, putting engagement, relations, inclusion and freedom at the centre. We need small self-managed teams, in a team-of-teams structure to be relevant to employees and customers, and in order to adapt to a changing world. In his second book, Erik Korsvik Ostergaard draws on the workings of Frederic Laloux, and his 2014 title Reiventing Organisations. Laloux discusses the five organizational stages to the modern workforce; the Red, Amber, Orange, Green and Teal stages. And with these writings, Ostergaard presents arguments towards how the classical corporate structure at the Orange stage, has experienced a rise in teal dots, or rather, neo-modernist forms of team-oriented organisms, which express a reorganisation for the future workforce.

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Book Synopsis“Encouraging…Uplifting...Meeting apparently insurmountable goals requires thinking big…this will inspire.” —Publishers Weekly “Raj Shah has written a practical guide to making the world a better place. He knows what he’s talking about, because he’s done it himself. Anyone who wants to make a change in the world, or their own lives, will benefit from this book.” —Bill Gates, Cochair, Bill & Melinda Gates Foundation Rajiv J. Shah, president of the Rockefeller Foundation and former administrator of President Barack Obama’s United States Agency for International Development, shares a dynamic new model for creating large scale change, inspired by his own involvements with some of the largest humanitarian projects of our time.Rajiv J. Shah is no stranger to pulling off the impossible, from helping vaccinate 900 million children at the Bill & Melinda Gates Foundation to a high-pressure race against the clock to stop the spread of Ebola. His secret? A big bets philosophy—the idea that seeking to solve problems rather than make incremental improvements can attract the unlikely partners with the power and know-how to achieve transformational change. Part career sweeping memoir, part inspirational playbook, Big Bets offers a master class in decision-making, leadership, and changing the world one bet at a time. Shah animates his strategic insights with vivid behind-the-scenes stories, memorable conversations with household names that helped shape his approach to creating change, and his own personal growth as an Indian-American from an immigrant family looking for a way to belong. He distills his battle-tested strategies for creating change, arguing that big bets have a surprising advantage over cautious ones: a bold vision can attract support, collaborations, and fresh ideas from key players who might otherwise be resistant. Throughout the book, Shah traces his unlikely path to the Rockefeller Foundation across a changing world and through some of the most ambitious, dramatic global efforts to create a better world.Trade ReviewA Next Big Ideas Club Must-Read Book"Looking out at a world of crises, it is all too easy to be cynical about changing the world for the better—to throw up one’s hands as if nothing can be done. Mr. Shah admirably argues against such cynicism." —Wall Street Journal“Encouraging….Uplifting….Meeting apparently insurmountable goals requires thinking big…this will inspire.”—Publishers Weekly“Raj Shah has written a practical guide to making the world a better place. He knows what he’s talking about, because he’s done it himself. Anyone who wants to make a change in the world, or their own lives, will benefit from this book.” —Bill Gates, Co-Chair Bill & Melinda Gates Foundation "I have seen firsthand Raj lead big change —in Haiti, on hunger, and much more—with a unique combination of positivity and perseverance. Big Bets reminds us of the most difficult challenges we’ve overcome in the 21st century and gives us new inspiration for what lies ahead." —Hillary Rodham Clinton, Former U.S Secretary of State and U.S. Senator“Dr. Raj Shah draws on a lifetime spent pushing boundaries in global development to deliver a captivating reflection on the power of the ingenuity, innovation, and collaboration. This must-read book breaks down large-scale problems into actionable steps that we must all take to heart – because if we truly seek to make an impact in our communities, it will be one small but bold action at a time…adding up to form the big bets that will change the world.” —José Andrés, Chef and Founder of World Central Kitchen“I wish Big Bets existed when I was a young entrepreneur. It shows what’s possible when people come together for the good of humanity and have the courage to take concrete steps, together making “big bets” on solutions that lead toward a more equitably prosperous, peaceful, and healthy world. An awesome, inspiring read.” —Strive Masiyiwa, African technology entrepreneur and philanthropist“For more than a decade, I have worked with Rajiv Shah to help the Congolese people recover from the ravages of war. Simply put, Raj is one of the smartest, most optimistic people I have ever met. In Big Bets, you’ll find the tools you’ll need to take on some of our biggest, most difficult challenges.” —Ben Affleck, Director, Actor and Co-Founder Eastern Congo Initiative“By extension, Raj Shah’s Big Bets can be instructive far beyond its headline aspiration. It can be read by a father aiming to give shape to his sons changing world, or an aid worker looking to break from the repeatedly failed patterns and short term impacts so often attempted, only to be abandoned, Big Bets offers the ubiquitous re-sets our modern world demands. From climate to conflict, poverty and politics, It is of Shah’s unique experience, and his organically clear-minded will to conceive lasting change that he makes Big Bets one helluva timely gift.” —Sean Penn, Actor, Director, and CORE Co-Founder and Chairperson of the Board“In Big Bets, Rajiv Shah gives us the playbook and thus the power to fight, work, and innovate our way to a better, more just future. This book will make you more hopeful about the world—and your capacity to change it in big ways.” —Darren Walker, President of The Ford Foundation

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Book SynopsisJo Owen has worked with over 100 of the best, and a couple of the worst, organisations on our planet. He is a founder of eight NGOs which have a collective turnover of 100 million annually. He led businesses in Japan, North America and Europe; he created a business bank; he was a partner at Accenture and is one of the founders of Teach First which is now the largest graduate recruiter in the UK. Table of Contents Introduction and Summary: Real managers for the real world Rational Management Skills: Dealing with problems, tasks and money Emotional Management Skills: Dealing with people Political Management Skills: Acquiring power to make things happen Management Quotient Skills: Managing your journey

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Book SynopsisPerformance management is changing. Adapt your approach along with it.For decades, performance management has been seen as an annual chore by managers and HR departments alike. But this process is changing, and there are ways to make it more effective at all levels of your organization.If you read nothing else on performance management in your organization, read these 10 articles. We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you make your process more adaptable, conduct better feedback conversations, and encourage the growth of your employees.This book will inspire you to: Learn where current performance management processes are falling short Overcome organizational bias to evaluate performance fairly Sculpt employees' jobs to meet their skill sets and interests Boost collaboration by aligning goals across functions Use people analytics ethically and transparently Help your people identify and use their strengths This collection of articles includes "The Performance Management Revolution," by Peter Cappelli and Anna Tavis; "Reinventing Performance Management," by Marcus Buckingham and Ashley Goodall; "Getting 360-Degree Feedback Right," by Maury A. Peiperl; "The Set-Up-to-Fail Syndrome," by Jean-François Manzoni and Jean-Louis Barsoux; "Job Sculpting: The Art of Retaining Your Best People," by Timothy Butler and James Waldroop; "Performance Management Shouldn't Kill Collaboration," by Heidi K. Gardner and Ivan Matviak; "The Happy Tracked Employee," by Ben Waber; "Don't Let Metrics Undermine Your Business," by Michael Harris and Bill Tayler; "Numbers Take Us Only So Far," by Maxine Williams; "Managers Can't Do It All," by Diane Gherson and Lynda Gratton; and "Creating Sustainable Performance," by Gretchen Spreitzer and Christine Porath.HBR's 10 Must Reads paperback series is the definitive collection of books for new and experienced leaders alike. Leaders looking for the inspiration that big ideas provide, both to accelerate their own growth and that of their companies, should look no further. HBR's 10 Must Reads series focuses on the core topics that every ambitious manager needs to know: leadership, strategy, change, managing people, and managing yourself. Harvard Business Review has sorted through hundreds of articles and selected only the most essential reading on each topic. Each title includes timeless advice that will be relevant regardless of an ever‐changing business environment.

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Book SynopsisInvest in your most valuable resource: your people.Top talent is hard to come by. And seeing your stars walk out the door is painful—and expensive. You need to take steps to ensure that you attract, develop, and retain your best people.If you read nothing else on managing talent in your organization, read these 10 articles. We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you boost the engagement, skills, and commitment of your highest performers.This book will inspire you to: Build a winning talent strategy Recruit and hire the best candidates Identify and develop high-potential employees Foster a just and inclusive workplace Overcome the challenges of hybrid work Prepare your workforce for the future This collection of articles includes "Building a Game-Changing Talent Strategy," by Douglas A. Ready, Linda A. Hill, and Robert J. Thomas; "Your Approach to Hiring Is All Wrong," by Peter Cappelli; "'A Players’ or 'A Positions'?: The Strategic Logic of Workforce Management,” by Mark A. Huselid, Richard W. Beatty, and Brian E. Becker; "Turning Potential into Success: The Missing Link in Leadership Development," by Claudio Fernandez-Araoz, Andrew Roscoe, and Kentaro Aramaki; "Making Business Personal," by Robert Kegan, Lisa Lahey, Andy Fleming, and Matthew Miller; "The Power of Hidden Teams," by Marcus Buckingham and Ashley Goodall; "The Performance Management Revolution," by Peter Cappelli and Anna Tavis; "People Before Strategy: A New Role for the CHRO," by Ram Charan, Dominic Barton, and Dennis Carey; "Toward a Racially Just Workplace," by Lauren Morgan Roberts and Anthony J. Mayo; "How to Do Hybrid Right," by Lynda Gratton; and "Your Workforce Is More Adaptable Than You Think," by Joseph Fuller, Judith K. Wallenstein, Manjari Raman, and Alice de Chalendar.HBR's 10 Must Reads paperback series is the definitive collection of books for new and experienced leaders alike. Leaders looking for the inspiration that big ideas provide, both to accelerate their own growth and that of their companies, should look no further. HBR's 10 Must Reads series focuses on the core topics that every ambitious manager needs to know: leadership, strategy, change, managing people, and managing yourself. Harvard Business Review has sorted through hundreds of articles and selected only the most essential reading on each topic. Each title includes timeless advice that will be relevant regardless of an ever‐changing business environment.

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Book SynopsisThis book covers both the hard and soft issues regarding contract management. As well as looking at for example how to hold an inaugural meeting or deal with a contractual claim, we also discuss the nature of the relationship with the contractor, looking at both adversarial and collaborative models as well as measures you might take to motivate the contractor. This second edition contains many examples of good and bad practices in the context of contract management, as well as additional chapters relating to Developing Scopes of Work, Leasing Contracts and International Contracting. The book is written from the standpoint of getting it right first time; we view good contract management as a positive adding-value process. Nevertheless, the book does not shy away from the fact that things do and will go wrong, and therefore there are also chapters on dispute resolution and legal issues that might affect the individual managing the contract. It is clear from reports from IACCM, government bodies and private sector research that there is scope for substantial savings through good contract management. It is a professional discipline that should be carried out by professionals, which should lead to better contractor performance.Table of ContentsForeword Preface Chapter 1 Introduction to Contract Management and Administration Chapter 2 An Overview of the Contracting Process Chapter 3 Scopes of Work and Specifications Chapter 4 Risks, Value and Contract Classification Chapter 5 Types of Contract Chapter 6 Contract Management and Administration Chapter 7 Tendering Methodology Chapter 8 Measuring Contract Performance Chapter 9 Relationship Management and Contractor Motivation Chapter 10 Legal Aspects of Contracting Chapter 11 Variations and Claims Chapter 12 Dispute Resolution and ADR Chapter 13 Public Sector Contracting Chapter 14 Equipment Leasing Contracts Chapter 15 International Contracting Chapter 16 Digital Contracts Chapter 17 Contract Close-out Author Biographies Index

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Book SynopsisTable of Contents1. Overview of the Aircraft Leasing Industry and Market Environment 2. Aviation Legal and Regulatory Framework 3. Aviation Insurance 4. Aircraft Selection Strategy Basics 5. Principles of Aircraft Leasing versus Ownership 6. Airline Credit Analysis 7. Aircraft Funding – Debt, Equity and the Capital Markets 8. Leasing Portfolio Management and Risk Management 9. Principles of Maintenance Reserve Development and Management 10. Transaction Modeling for Aircraft Returns 11. Lease Negotiations 12. Appraising Aircraft Values 13. Considerations for Cross-Border Transactions 14. Taxation and Leasing 15. Engine Leasing and Financing

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Book SynopsisDK brings you a practical guide summarising the skills you need to succeed at presenting and hold the audience in the palm of your hand!Introducing DK''S Essential Managers - a one-stop guide full of top tips to boost performance and passion within a business environment.Jam-packed with tools needed to communicate effectively and develop self-conviction, from preparing presentations to understanding your audience, this business management book offers the latest tips and tricks on opening with impact, putting your message across, captivating your listeners, and will boost your presentation skills like never before.Enveloped in a slim and sleek design, Essential Managers encompasses:-A practical how-to approach complete with step-by-step instructions and checklists-Diagrams and illustrations to complement the tips and tricks featured throughout -''In focus'' panels to explore and reflect on key subjects in depth -Effecti

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Book SynopsisAn introduction to a powerful and flexible network modeling tool for developing and understanding complex systems, with many examples from a range of industries.Design structure matrix (DSM) is a straightforward and flexible modeling technique that can be used for designing, developing, and managing complex systems. DSM offers network modeling tools that represent the elements of a system and their interactions, thereby highlighting the system''s architecture (or designed structure). Its advantages include compact format, visual nature, intuitive representation, powerful analytical capacity, and flexibility. Used primarily so far in the area of engineering management, DSM is increasingly being applied to complex issues in health care management, financial systems, public policy, natural sciences, and social systems. This book offers a clear and concise explanation of DSM methods for practitioners and researchers.

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Book SynopsisRos Jay is a freelance writer and editor. She writes on a range of business topics specialising in marketing and communication-related subjects. She also writes for and edits corporate magazines both in print and on the net. She is a senior associate of the Institute of Direct Marketing.Trade ReviewRecommended in Personnel Today (October 2006)Table of ContentsIntroduction Understanding your boss (the key to getting the best from them)Getting the relationship right Work stress and how your boss adds to it Are you part of the problem or part of the solution? How to handle your own emotions How to cope with other people's emotions How to be assertive How to listen How to use feedback techniques How to manage your problem boss

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Book SynopsisDebra Stevens is a trainer, coach, mentor key note speaker and founder of Sold Out Trainers (www.soldout-trainers.com). She has 25 years of experience in delivering high impact experiential training solutions to many top companies throughout the UK, Europe,Asia and the USA, including Debenhams, Stena Ferries and Royal Caribbean Cruises. Debra brings her extensive knowledge of customer service training to give readers a practical common sense approach to improving their results.Table of ContentsAbout the author Acknowledgements Introduction 1. Customers have changed 2. The cornerstones of brilliant service 3. Make 'virtual' service brilliant customer service 4. Use the 'emotional scale' to create loyalty and trust 5. Read between the lines – silence is never golden! 6. How to handle any complaint 7. How to say no and still keep the customer 8. How to offer more 9. Seven ways to wow your customers Conclusion Index

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