Can a good company become a great one and, if so, how?After a five-year research project, Collins concludes that good to great can and does happen. In this book, he uncovers the underlying variables that enable any type of organization to make the leap from good to great while other organizations remain only good. Rigorously supported by evidence, his findings are surprising - at times even shocking - to the modern mind.
Good to Great achieves a rare distinction: a management book full of vital ideas that reads as well as a fast-paced novel.
Jim Collins
& ldquo;So useful you may whistle while you work & rdquo;- Fortune The original edition of The Disney Way was awarded a coveted & ldquo;Best Business Book of the Year & rdquo; by Fortune magazine. The world's foremost experts on Disney, Bill Capodagli and Lynn Jackson revealed Walt's secret success formula that propelled his company into the highest echelon of business, creativity, innovation, and success. Now this fully revised edition profiles a new set of diverse organizations-from The Cheesecake Factory, Ernst and Young, and Four Seasons Hotels and Resorts, to Griffin Hospital, John Robert's Spa, and Men's Wearhouse-that have redefined their businesses by embracing The Disney Way. Walt's & ldquo;dream, believe, dare, do & rdquo; credo is a powerful foundation that will support any business, drive any team, and guide any leader to newfound levels of success. & ldquo;It was the Disney standard of imagination and engagement that inspired me so many years ago & hellip;Now, Bill and Lynn bring these ideals and practices into practical use, with something for any dreamer to use. & rdquo;-from the new foreword by John Christensen, coauthor of the bestselling book FISH! & ldquo;This book is about the real magic: Stimulating and harmonizing the collective energy of your people. & rdquo;-Ken Blanchard, bestselling author of The One Minute Manager
Whether you & rsquo;re eyeing a specific leadership role, hoping to advance your skills, or simply looking to broaden your professional network, you need to find someone who can help. Wait for a senior manager to come looking for you & mdash;and you & rsquo;ll probably be waiting forever. Instead, you need to find the mentoring that will help you achieve your goals. Managed correctly, mentoring is a powerful and efficient tool for moving up. The HBR Guide to Getting the Mentoring You Need will help you get it right. You & rsquo;ll learn how to: & bull; Find new ways to stand out in your organization & bull; Set clear and realistic development goals & bull; Identify and build relationships with influential sponsors & bull; Give back and bring value to mentors and senior advisers & bull; Evaluate your progress in reaching your professional goals
From the Cash Flow Management section of the Risk Management series, this text examines the value of money in the context of achieving sound cash flow for any business. Money is examined as an asset, a cost and a resource. While cash can be used to buy resources for a business, it is also a resource in itself, with a cost or value measurable as interest. In essence this book explains the need to control cash, to consider the income earned by investing it and the shrinkage caused by inflation or exchange rate movements.
HBR's 10 Must Reads on Managing People + HBR's 10 Must Reads on Managing Yourself
Managing people is fraught with challenges?even if you're a seasoned manager. Here's how to handle them.
If you read nothing else on managing people, read these 10 articles (featuring & ldquo;Leadership That Gets Results, & rdquo; by Daniel Goleman). We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you maximize your employees' performance.
HBR's 10 Must Reads on Managing People will inspire 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
Build high-performing teams
Manage your boss
This collection of best-selling articles includes: featured article "Leadership That Gets Results" by Daniel Goleman, "One More Time: How Do You Motivate Employees?" "The Set-Up-to-Fail Syndrome," "Saving Your Rookie Managers from Themselves," "What Great Managers Do," "Fair Process: Managing in the Knowledge Economy," "Teaching Smart People How to Learn," "How (Un)ethical Are You?" "The Discipline of Teams," and "Managing Your Boss."
HBR's 10 Must Reads on Managing Yourself
The path to your professional success starts with a critical look in the mirror.
If you read nothing else on managing yourself, read these 10 articles (plus the bonus article & ldquo;How Will You Measure Your Life? & rdquo; by Clayton M. Christensen). We've combed through hundreds of Harvard Business Review articles to select the most important ones to help you maximize yourself.
HBR's 10 Must Reads on Managing Yourself will inspire you to:
Stay engaged throughout your 50+-year work life
Tap into your deepest values
Solicit candid feedback
Replenish physical and mental energy
Balance work, home, community, and self
Spread positive energy throughout your organization
Rebound from tough times
Decrease distractibility and frenzy
Delegate and develop employees' initiative
This collection of best-selling articles includes: bonus article & ldquo;How Will You Measure Your Life? & rdquo; by Clayton M. Christensen, "Managing Oneself," "Management Time: Who's Got the Monkey?" "How Resilience Works," "Manage Your Energy, Not Your Time," "Overloaded Circuits: Why Smart People Underperform," "Be a Better Leader, Have a Richer Life," "Reclaim Your Job," "Moments of Greatness: Entering the Fundamental State of Leadership," "What to Ask the Person in the Mirror," and "Primal Leadership: The Hidden Driver of Great Performance."
You Can't Fire Everyone and Other Lessons from an Accidental Manager
A practical, entertaining handbook for people who never expected to be bosses. Plenty of managers never asked, expected, or trained to be put in charge of other people. But when it happens, these accidental bosses often find that learning to manage is like learning to swim by being dropped into the deep end of the pool. Hank Gilman knows what that's like. As a top editor for Fortune, Newsweek, and the Boston Globe, he has helped nurture some outstanding talent. His success can be attributed largely to his management style, which allows him to treat his employees like, well, humans, while holding them accountable. But he was far from a natural when it was time to take charge. Gilman shares the lessons he's learned-through trial and error-during his two decades as a manager in one of the craziest businesses on the planet. Writing in a warm but no-nonsense voice, he offers straight-up advice on the ins and outs of hiring, firing, motivating, and dealing with cranky superstars. Gilman argues that your employees should always come first-and that managing down, as opposed to managing up, will ultimately lead to a successful career as a boss.
Good Strategy Bad Strategy: The Difference and Why It Matters
Clears out the mumbo jumbo and muddled thinking underlying too many strategies and provides a clear way to create and implement a powerful action-oriented strategy for the real world Developing and implementing a strategy is the central task of a leader, whether the CEO at a Fortune 100 company, an entrepreneur, a church pastor, the head of a school, or a government official. Richard Rumelt shows that there has been a growing and unfortunate tendency to equate Mom-and-apple-pie values, fluffy packages of buzzwords, motivational slogans, and financial goals with & ldquo;strategy. & rdquo; He debunks these elements of & ldquo;bad strategy & rdquo; and awakens an understanding of the power of a & ldquo;good strategy. & rdquo; A good strategy is a specific and coherent response to & mdash;and approach for overcoming & mdash;the obstacles to progress. A good strategy works by harnessing and applying power where it will have the greatest effect in challenges as varied as putting a man on the moon, fighting a war, launching a new product, responding to changing market dynamics, starting a charter school, or setting up a government program. Rumelt & rsquo;snine sources of power & mdash;ranging from using leverage to effectively focusing on growth & mdash;are eye-opening yet pragmatic tools that can be put to work on Monday morning.Surprisingly, a good strategy is often unexpected because most organizations don & rsquo;t have one. Instead, they have & ldquo;visions, & rdquo; mistake financial goals for strategy,and pursue a & ldquo;dog & rsquo;s dinner & rdquo; of conflicting policies and actions.Rumelt argues that the heart of a good strategy is insight & mdash;into the true nature of the situation, into the hidden power in a situation, and into an appropriate response. He shows you how insight can be cultivated with a wide variety of tools for guiding yourown thinking.Good Strategy/Bad Strategy uses fascinating examples from business, nonprofit, and military affairs to bring its original and pragmatic ideas to life. The detailed examples range from Apple to General Motors, from the two Iraq wars to Afghanistan, from a small local market to Wal-Mart, from Nvidia to Silicon Graphics, from the Getty Trust to the Los Angeles Unified School District, from Cisco Systems to Paccar, and from Global Crossing to the 2007 & ndash;08 financial crisis.Reflecting an astonishing grasp and integration of economics, finance, technology, history, and the brilliance and foibles of the human character, Good Strategy/Bad Strategy stems from Rumelt & rsquo;s decades of digging beyond the superficial to address hard questions with honesty and integrity.
Store Wars- The Battle for Mindspace and Shelfspace
Store Wars The battle for mindspace and shelfspace Judith Corstjens, Arrow Consultancy, Bois & ndash;le & ndash;Rois, France and Marcel Corstjens, Professor of Marketing Insead, Fontainebleau, France F marketing has become a struggle between manufacturers and retailers for control of Mindspace and Shelfspace. Partnership is seen as an Indian wrestling match between manufacturers and retailers: co & ndash;operation can only be gained from a position of strength.
Marketing for manufacturers now involves understanding retailers, their business and marketing strategies, their strengths and their limitations. The major aim of modern marketing is to affect the balance of power between retailers and their suppliers.
Store Wars sets out to equip the reader to thrive in this climate. "Advertising agencies are in a unique and sensitive position as mercenaries in the battle between manufacturers and retailers. They work for both sides. This book provides, with its concept of mindspace and shelfspace, a profound and contemporary insight into the anatomy of branding on both sides of the divide." Martin Boase, Chairman, Omicom UK plc "The battle for mindspace and shelfspace provides a practical framework within which managers will need to test, adjust or even fundamentally change their strategic address. It describes the new reality.
" Dominic Cadbury, Executive Chairman, Cadbury Schweppes plc "Marcel and Judy have brought to bear their intellectual prowess and institutional knowledge to provide an enlightening view of issues in modern retailing. A book full of thought & ndash;provoking ideas for academics and practitioners alike." Rajiv Lal, Professor of Marketing, Stanford University
From the nucleus to the outer shell, Organic Organisation threads the relationships between the various parts of an organisation, thus depicting the connection between the human being and the organisation they work for. This is an insight into the workings of any establishment, seeing it as an organism that exists with individuals as the key parts. Organic Organisation presents the solution needed for organisations and institutions to function better in an increasingly unpredictable world.
The text probes the core of organisations and explores the influences of institutions such as the family, religion, finance, the society, etc. in an attempt to resolve the sources of potential conflict within the organisation.
Human Beings have always been and will always remain, unpredictable. This, coupled with the fast emerging IT world which has been aptly referred to as the "Jet Age', presents the HR specialist with a peculiar mix of problems to deal with.
The Human in HR combines the insights and experiences of two seasoned experts in the discipline of Human Resources Management in one book which will, no doubt, prove to be an invaluable instructional manual for the twenty-first century Human Resources Specialist.
How do you decide on the best course of action for your company to take advantage of new opportunities? By building a business case. This book provides a framework for building a business case. You'll learn how to: Clearly define the opportunity you'll want to address in your business case Identify and analyze a range of alternatives Recommend one option and assess its risks Create a high-level implementation plan for your proposed alternative Communicate your case to key stakeholders
This second edition of the text continues to develop the authors' philosophy of relationship marketing. The book reinforces and extends their analysis of the change in the marketing rationale from a crude concern for increased market share to a strategy aimed at creating long-term profitable relationships with targeted customers. This edition has new case materials and examples of best practice, and covers all the stakeholder markets, employees, suppliers, influencers, customers and consumers for which the relationshiop approach is critical
