If you’re enrolled in an executive education or MBA program,you’ve probably encountered a powerful learning tool: the businesscase. But if you’re like many people, you may find analyzing casesand writing about them challenging or frustrating. That’s notsurprising—cases are not simple narratives, and good ones aretypically nonlinear and can even be purposefully misleading. Applythe conventional approach to understanding business cases, and youmay waste time (at best) and arrive at weak or meager conclusions(at worst). The Case Study Handbook presents a powerful new approach foranalyzing, discussing, and writing about cases. By using sampleHarvard Business School cases, you’ll master a number of usefultopics, including: How to recognize case situations and apply appropriate tools tosolve problems, make decisions, or develop evaluations How to quickly establish a base of knowledge about a case How to write persuasive case-based essays How to talk about cases effectively

Mathematical Analysis (often called Advanced Calculus) isgenerally found by students to be one of their hardest courses inMathematics. This text uses the so-called sequential approach tocontinuity, differentiability and integration to make it easier tounderstand the subject.Topics that are generally glossed over inthe standard Calculus courses are given careful study here. Forexample, what exactly is a 'continuous' function? And how exactlycan one give a careful definition of 'integral'? The latterquestion is often one of the mysterious points in a Calculus course- and it is quite difficult to give a rigorous treatment ofintegration! The text has a large number of diagrams and helpfulmargin notes; and uses many graded examples and exercises, oftenwith complete solutions, to guide students through the trickypoints. It is suitable for self-study or use in parallel with astandard university course on the subject.

Praise for Best Practices in Talent Management "This book includes the most up-to-date thinking, tools, models,instruments and case studies necessary to identify, lead, andmanage talent within your organization and with a focus on results.It provides it all—from thought leadership to real-worldpractice." Patrick Carmichael head of talent management, refining, marketing, andinternational operations, Saudi Aramco "This is a superb compendium of stories that give the reader apeek behind the curtains of top notch organizations who havewrestled with current issues of talent management. Their lessonslearned are vital for leaders and practitioners who want a veryvaluable heads up." Beverly Kaye Founder/CEO: Career Systems International and Co-Author, Love'Em or Lose 'Em "This is a must read for organization leaders and HRpractitioners who cope with the today's most critical businesschallenge—talent management. This book provides a vast amount ofthought provoking ideals, tools, and models, for building

Ride your personal brand to the highest level in yourfield! About the Book Steve Jobs did it at Apple. Indra Nooyi did it at Pepsi. AlanMulally did it at Ford Motor Company. What did these business leaders do exactly? They brought veryreal, positive change to their organizations by using their uniqueCEO brand. Now, executive coach Suzanne Bates explains how you canexert the same kind of influence at your company. Discover Your CEO Brand provides the insight, knowledge, andtools you need to discover your own personal CEO style and thendevelop it into a powerful presence that extends beyond yourtypical spheres of influence. Bates walks you through the processstep by step, teaching you ways to increase your visibility andinfluence by combining traditional self-branding vehicles like PRand face-to-face networking with new social-media platforms,including Facebook, Twitter, and blogs. No two sets of values, principles, vision, and skills—thefoundation of every successful CEO

"More than any thing else technology creates our world. It creates our wealth, our economy, our very way of being," says W. Brian Arthur. Yet, until now the major questions of technology have gone unanswered. Where do new technologies come from -- how exactly does invention work? What constitutes innovation, and how is it achieved? Why are certain regions -- Cambridge, England, in the 1920s and Silicon Valley today -- hotbeds of innovation, while others languish? Does technology, like biological life, evolve? How do new industries, and the economy itself, emerge from technologies? In this groundbreaking work, pioneering technology thinker and economist W. Brian Arthur sets forth a boldly original way of thinking about technology that gives answers to these questions. The Nature of Technology is an elegant and powerful theory of technology's origins and evolution. It achieves for the progress of technology what Thomas Kuhn's The Structure of Scientific Revolutions did for scientific progress. Arthur explains h

In this title, Doc Searls maps out the implications of acustomer-driven business revolution that's flipping the paradigm ofsupply and demand, and putting consumers in charge. Who owns themarketplace? Is it business - or the customer? According to DocSearls, widely-read journalist and blogger and co-author of "TheCluetrain Manifesto", customers are on the verge of becoming trulyfree and independent actors in the marketplace with the power oftelling vendors what they want, how they want it, and where andwhen they should be able to get it. This imperative shift incustomer power will alter the balance of the market and usher inwhat Searls calls the "intention economy". In this book, Searlslays out a map for an economy driven by consumer intent, wherevendors can - and must - respond to the actual intentions ofcustomers, instead of simply vying for customer attention in hopesof selling them what they might want. In the intention economy,individual power increases, demand drives supply, and informationprecedes mone

Seventy percent of all IT projects fail—and scores of bookshave attempted to help firms measure and manage IT systems andprocesses better in order to turn this figure around In this book,IT experts Peter D. Weill and Jeanne W. Ross argue that the realreason IT fails to deliver value is that companies have no formalsystem in place for guiding and monitoring IT decisions. Theirresearch shows that firms with explicit IT governance systems havetwice the profit of firms with poor governance, given the samestrategic objectives. Just as corporate governance systems aim toensure quality decisions about corporate assets, the authors show,companies need IT governance systems to ensure that IT investmentsare made wisely and effectively.

Everyone in business wants to increase produc-tivity-moor output and less input,lower costs and higher profits.And noneedle's proven harder to budge than the one on the“productivity meter.” That's why jason Jason,coauthor of the worldwide bestseller It's NOt the Big That Eat the Small…It's the Fast That Eat the Slow,took on the assignment fo identify the world's most productive companies and find out exactly what makes them models of productivity. 作者简介： Jason Jennings,a consultant and author,has been named one of the world's top twenty-five keynote speakers.His previous book,on the world's fastest comapnies,achieved worldwide bestseller status and has been translated into twenty-three languages.When not traveling the globe on business assignments or adven-ture travel,he and his family live in Tiburon,California.

In this instant New York Times Bestseller, Geoff Smart andRandy Street provide a simple, practical, and effective solution towhat The Economist calls “the single biggest problem in businesstoday”: unsuccessful hiring. The average hiring mistake costs acompany $1.5 million or more a year and countless wasted hours.This statistic becomes even more startling when you consider thatthe typical hiring success rate of managers is only 50percent. The silver lining is that “who” problems are easily preventable.Based on more than 1,300 hours of interviews with more than 20billionaires and 300 CEOs, Who presents Smart and Street’s A Methodfor Hiring. Refined through the largest research study of its kindever undertaken, the A Method stresses fundamental elements thatanyone can implement–and it has a 90 percent success rate. Whether you’re a member of a board of directors looking for a newCEO, the owner of a small business searching for the right peopleto make your company grow, or a pare

Most distribution channels are outdated and unwieldy, servingneither customers nor channel partners adequately. Despite newtechnologies that have streamlined many transactions and processes,a general lack of leadership combined with flawed and deeplyingrained structures make distribution channels exceedinglydifficult to change. What companies need, says V. Kasturi Rangan, is a new approach togoing to market—"channel stewardship"—that simultaneously addressescustomers’ best interests and drives profits for all channelpartners. In Transforming Your Go-to-Market Strategy, Rangan showshow any member of a distribution channel can adopt this role andlearn how to shape an effective, constantly evolving, and mutuallybeneficial channel strategy. This book outlines three disciplines that companies must masterto navigate the complex distribution environment successfully: mapthe industry channel, build and edit one’s own channel continuouslyto best serve customers, and align and influence one

American capitalism is in dire straits, caught in a perilouspattern of increasing volatility, decreasing investor returns, andongoing bad behavior by executives. And it's getting worse. Sincethe turn of the twenty-first century, we've seen two massivevalue-destroying market meltdowns and a string of ethics breaches,including accounting scandals, options-backdating schemes, and thesubprime mortgage debacle. Just what is going on here? Is it theinevitable decline of the American economy? Is it the new normal ina technology-enabled global marketplace? Or is it possible that thevery theories we've embraced to underpin our capital markets areactually producing these crises? In "Fixing the Game", Roger Martinreveals the culprit behind the sorry state of American capitalism:our deep and abiding commitment to the idea that the purpose of thefirm is to maximize shareholder value. This theory has led to amassive growth in stock-based compensation for executives and,through this, to a naive and wrongheaded linkin

Since Peter Senge published his groundbreaking book The FifthDiscipline, he and his associates have frequently been asked by thebusiness community: "How do we go beyond the first steps ofcorporate change? How do we sustain momentum?" They know thatcompanies and organizations cannot thrive today without learning toadapt their attitudes and practices. But companies that establishchange initiatives discover, after initial success, that even themost promising efforts to transform or revitalizeorganizations--despite interest, resources, and compelling businessresults--can fail to sustain themselves over time. That's becauseorganizations have complex, well-developed immune systems, aimed atpreserving the status quo. Now, drawing upon new theories about leadership and the long-termsuccess of change initiatives, and based upon twenty-fiveyears of experience building learning organizations, the authors of TheFifth Discipline Fieldbook show how to accelerate success and avoidthe obstacles that can stall momentum. The

In the Second Edition of Fixed Income Analysis, financial expertFrank Fabozzi and a team of knowledgeable contributors providecomplete coverage of the most important issues in fixed incomeanalysis. Now, in Fixed Income Analysis Workbook, Second Edition, Fabozzioffers you a wealth of practical information and exercises thatwill solidify your understanding of the tools and techniquesassociated with this discipline. This comprehensive studyguide––which parallels the main book chapter by chapter––containschallenging problems and a complete set of solutions as well asconcise learning outcome statements and summary overviews. If you want to make the most of your time in the fixed incomemarketplace, the lessons within this workbook can show you how.Topics reviewed include: The risks associated with investing in fixed incomesecurities The fundamentals of valuation and interest rate risk The features of structured products––such as mortgage–backedsecurities and asset–backed securities The principles

The book that shows how to get the job done and deliverresults . . . whether you’re running an entire company or in yourfirst management job Larry Bossidy is one of the world’s most acclaimed CEOs, a manwith few peers who has a track record for delivering results. RamCharan is a legendary advisor to senior executives and boards ofdirectors, a man with unparalleled insight into why some companiesare successful and others are not. Together they’ve pooled theirknowledge and experience into the one book on how to close the gapbetween results promised and results delivered that people inbusiness need today. After a long, stellar career with General Electric, Larry Bossidytransformed AlliedSignal into one of the world’s most admiredcompanies and was named CEO of the year in 1998 by Chief Executivemagazine. Accomplishments such as 31 consecutive quarters ofearnings-per-share growth of 13 percent or more didn’t just happen;they resulted from the consistent practice of the discipline ofexe

In Shift, Carlos Ghosn, the brilliant, audacious, and widelyadmired CEO of Nissan, recounts how he took the reins of the nearlybankrupt Japanese automotive company and achieved one of the mostremarkable turnarounds in automotive—and corporate—history. When Carlos Ghosn (pronounced like “phone”) was named COO ofNissan in 1999, the company was running out of gas and careeningtoward bankruptcy. Eighteen short months later, Nissan was back inthe black, and within several more years it had become the mostprofitable large automobile company in the world. In Shift, Ghosndescribes how he went about accomplishing the seemingly impossible,transforming Nissan once again into a powerful global automotivemanufacturer. The Brazilian-born, French-educated son of Lebanese parents,Ghosn first learned the management principles and practices thatwould shape his decisions at Nissan while rising through the ranksat Michelin and Renault. Upon his arrival at Nissan, Ghosn beganhis new position by embarkin

Your company's brands hold intangible value and differentiateyour firm from rivals. So does your leadership brand - a sharedidentity among your organization's leaders that differentiates whatthey can do from what your rivals' leaders can do. In "LeadershipBrand", Dave Ulrich and Norm Smallwood show how branded leadershipdelivers unique value for firms' investors, customers, andemployees - elevating market value and creating a sharp competitiveedge. The authors present a six-step process for creatingleadership brand in your organization. A wealth of tools helps youdifferentiate your firm's leaders from those of rivals, craft aunified identity among them, and articulate a unique statement ofyour brand. With its compelling new model and hands-on approach,this book helps you clarify what makes your leaders unique - anduse your leadership brand to leave rivals far behind.

In our lightning-fast digital age, a company can facehumiliation and possibly even ruin within seconds of a negativetweet or blog post. Over the last year companies such as BP,Goldman Sachs, and Toyota have experienced serious blows to theirimages that could have had reduced impact if their leaders hadimplemented reputation management into their business strategy andculture. There is no one in either the corporate or academic spherewith greater expertise in the area of corporate reputation than Dr.Daniel Diermeier. An award-winning professor at the Kellogg Schoolof Management, Northwestern University, Dr. Diermeier has blazed apath in understanding the significance of reputation management anddemonstrating how a company can create a program so powerful thatit can help turn a potential public disgrace into a public imagesuccess story.

A black swan is a highly improbable event with three principalcharacteristics: It is unpredictable; it carries a massive impact;and, after the fact, we concoct an explanation that makes it appearless random, and more predictable, than it was. The astonishingsuccess of Google was a black swan; so was 9/11. For NassimNicholas Taleb, black swans underlie almost everything about ourworld, from the rise of religions to events in our own personallives. Why do we not acknowledge the phenomenon of black swans untilafter they occur? Part of the answer, according to Taleb, is thathumans are hardwired to learn specifics when they should be focusedon generalities. We concentrate on things we already know and timeand time again fail to take into consideration what we don’t know.We are, therefore, unable to truly estimate opportunities, toovulnerable to the impulse to simplify, narrate, and categorize, andnot open enough to rewarding those who can imagine the“impossible.” For years, Taleb has studi

"In Inside the Black Box: The Simple Truth AboutQuantitative Trading , Rishi Narang demystifies quantitativetrading. His explanation and classification of alpha will enlighteneven a seasoned veteran." —Blair Hull, Founder, Hull Trading Matlock Trading

An easy-to-understand primer on advanced calculus topicsCalculus II is a prerequisite for many popular college majors,including pre-med, engineering, and physics. "Calculus II ForDummies" offers expert instruction, advice, and tips to help secondsemester calculus students get a handle on the subject and acetheir exams. It covers intermediate calculus topics in plainEnglish, featuring in-depth coverage of integration, includingsubstitution, integration techniques and when to use them,approximate integration, and improper integrals. This hands-onguide also covers sequences and series, with introductions tomultivariable calculus, differential equations, and numericalanalysis. Best of all, it includes practical exercises designed tosimplify and enhance understanding of this complex subject.

Mark Twain once observed, “A lie can get halfway around theworld before the truth can even get its boots on.” His observationrings true: Urban legends, conspiracy theories, and boguspublic-health scares circulate effortlessly. Meanwhile, people withimportant ideas–business people, teachers, politicians,journalists, and others–struggle to make their ideas “stick.” Why do some ideas thrive while others die? And how do we improvethe chances of worthy ideas? In Made to Stick , accomplishededucators and idea collectors Chip and Dan Heath tackle head-onthese vexing questions. Inside, the brothers Heath reveal theanatomy of ideas that stick and explain ways to make ideasstickier, such as applying the “human scale principle,” using the“Velcro Theory of Memory,” and creating “curiosity gaps.” In this indispensable guide, we discover that sticky messages ofall kinds–from the infamous “kidney theft ring” hoax to a coach’slessons on sportsmanship to a vision for a new p

Zeroing in on the specific skills that make great managersstand out from the pack, this comprehensive guide is both anessential primer for new managers and a valuable resource forseasoned executives. From hiring and retaining good people tomotivating and developing team members, from understanding keyfinancial statements to delegating work effectively, and fromsetting goals for others to managing your own career, thisactionable guide walks readers through every aspect of managing ina complex business world. Filled with practical tools and tips,this essential toolkit helps managers to stay at the top of theirgame.