Talks about the way organizations and individuals approach change. While most companies believe change happens by making people think differently, the book says the key lies in making them feel differently, and shows how change leaders use not just reports or analysis, but concrete elements to impel people toward positive action.
A successful former CEO of Procter & Gamble and a dean of the Rotman School of Management explain how companies must pinpoint business strategies to a few critically important choices, identifying common blunders while outlining simple exercises and questions that can guide day-to-day and long-term decisions. 100,000 first printing.
Outlines a path to success based on creativity and problem solving despite the changing economic clmate and future uncertainty.
Describes an economy driven by consumer intent, where vendors must respond to the actual intentions of customers instead of vying for the attention of many.
Looks at the role of emotional intelligence in leadership, discussing the characteristics of a good leader and leadership styles, and outlines the steps to becoming an effective leader.
Provides comprehensive advice, personal coaching, background information and guidance on the most relevant topics in business. Whether you are a new manager seeking to expand your skills or a seasoned professional looking to broaden your knowledge base, these solution oriented books put reliable answers at your fingertips.
Even world-class companies, with powerful and proven business models, eventually discover limits to growth. That's what makes emerging high-growth industries so attractive. This book makes recommendations regarding staffing, leadership roles, reporting relationships, process design, planning, performance assessment, incentives, and cultural norms.
Filled with practical tools, checklists and advice, this book aims to guide leaders and managers through real change programs within their organisations.
Davenport (information technology and management, Babson College, Massachusetts), the author of Working Knowledge (1997), explains the term "knowledge worker," their different types, importance to today's organizations, and decision support technology. His recommendations for managers include creating knowledge-friendly cultures and nurturing knowl
Shows how leaders can recognize the cycles of stress, sacrifice and renewal inherent in their jobs - and actively utilize the qualities of mindfulness, hope and compassion to renew their passion and effectiveness.
Argues that in a world in which information is readily available to everyone, the role of the customer has changed dramatically. This book present four building blocks that helps companies to co-create the future with customers - transparency, access, dialogues, and risk management - and illustrates them through examples from a range of companies.
On the heels of a decade of scandals and pressures brought on by Sarbanes-Oxley Act, corporations expect far more from their CFOs than simply managing numbers. This book outlines roles - from streamlining redundant processes to regulating risk to identifying key measures - that CFOs must take on in order to transform finance operation.
CEOs regularly announce ambitious growth targets, then fail to achieve them. This book shows how companies can measure Net Promoter statistics, help managers improve them, and create communities of advocates that stimulate innovation.
Most organisations consist of multiple business and support units, each populated by highly trained, experienced executives. But often the efforts of individual units are not coordinated, resulting in conflicts, lost opportunities, and diminished performance. This work argues that the responsibility for this alignment lies with the headquarters.
Managing people is fraught with challenges even if you're a seasoned manager. This book inspires you to tailor your management styles to fit your people; motivate with more responsibility, not more money; support first-time managers; build trust by soliciting input; teach smart people how to learn from failure; and build high-performing teams.
Argues that cutthroat competition results in nothing but a bloody red ocean of rivals fighting over a shrinking profit pool. This book presents a systematic approach to making the competition irrelevant and outlines principles and tools any company can use to create and capture blue oceans.