There are thousands of books that have been written on business leadership. Many of these have been translated into Chinese and many have been swallowed up by Chinese business people. China has an enormous need to improve the quality of its leadership and current and future leaders are starving for more information to help them get to the top. But what we are also hearing is that while they find these Western works intellectually stimulating, there is always something missing. It is naive for anyone to think that they can just take Western concepts and practices on leadership and make them work in China. They still need work. In fact, it is fair to ask whether these Western practices can actually be applied in China. This book provides the bridge between Western ideas and concepts with the Chinese thoughts and wisdom. 作者简介： Dr. Frank Gallo has lived in China for many years and is one of its foremost executive coaches. He works with both Chinese and Western executives to help them become bet

The host of the hit reality show The Apprentice presents aninvaluable collection of grounded, hard-hitting advice on businesssuccess, from people who have made it to the boss’s chair at someof America’s most thriving companies. How can you find the way to the top? Ask people who are already there. Because you can’t know it all. No matter how smart you are, nomatter how comprehensive your education, no matter how wide-rangingyour business experience, there’s simply no way to acquire all thewisdom you need to make your business flourish. You need to learnfrom those who have blazed a trail before you. Donald Trump has asked many of the brightest, most successfulbusinesspeople he knows—and some he doesn't know—to answer thisquestion: What's the best business advice you ever received? Theresult is a compelling resource of wisdom and wit that reveals howsome of the most accomplished people conduct their personal andbusiness affairs, giving an in

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

Warren Buffett built Berkshire Hathaway into somethingremarkable— and Fortune journalist Carol Loomis had a front-rowseat for it all. When Carol Loomis first mentioned a little-known Omaha hedge fundmanager in a 1966 Fortune article, she didn’t dream that WarrenBuffett would one day be considered the world’s greatestinvestor—nor that she and Buffett would quickly become closepersonal friends. As Buf?fett’s fortune and reputation grew overtime, Loomis used her unique insight into Buffett’s thinking tochronicle his work for Fortune, writ?ing and proposing scores ofstories that tracked his many accomplishments—and also hisocca?sional mistakes. Now Loomis has collected and updated the best Buffett articlesFortune published between 1966 and 2012, including thirteen coverstories and a dozen pieces authored by Buffett himself. Loomis hasprovided commentary about each major arti?cle that supplies contextand her own informed point of view. Readers will gain freshinsights into Buffett’s investment

Creative folks often know all too well that the muse doesn’talways strike when you want it to, or when the deadline for yournext brilliant project is creeping up on you like an ill-fittingturtleneck. Originality doesn’t follow a time clock, even when youhave to. While conventional time management books offer tons ofinstruction for using time wisely, they are traditionally organizedin a linear fashion, which just isn’t helpful for the right-brainmind. In Time Management for the Creative Person , creativityguru Lee Silber offers real advice for using the strengths ofartistic folks—like originality and resourcefulness—to adoptinnovative time-saving solutions, such as: * Learning to say no when your plate is just too full * How to know when a good job, not a great one, is goodenough * Making “to do” lists that include fun stuff, too—that way youwon’t feel overwhelmed by work * Time-saving techniques around the house that give you more timeto get your work done and more time to spend with your

This classic, newly updated, is an indispensable source foranyone–from mid-level managers to CEOs–who must execute keybusiness initiatives quickly and effectively. Once groundbreakingand now time-honored, Managing at the Speed of Change has helpedcountless business leaders learn how to orchestrate transitionsvital to their organizations’ success. Rather than focusing on whatto change, this book’s aim is far more valuable: It shows readershow to change. Daryl R. Conner, founder and chairman of the consulting firmConner Partners, is a leading expert on change management. He hasserved as “change doctor” for clients that include non-profitenterprises, government agencies and administrations, and Fortune500 companies in an array of industries such as AbbottLaboratories, PepsiCo, American Express, Catholic Healthcare West,JPMorgan Chase, and the U.S. Navy. Based on Conner’s long-term research and his decades ofconsulting experience, Managing at the Speed of Change uses simple,easy-t

Not one to mince his words people either love him, or hate himbut it's hard to dispute that Sir Philip Green is a multi-talentedentrepreneur. Sir Philip fell into retail almost by accident butit's made him a fortune. Some go so far as to argue he's the finestretailer of his generation and one of the best business brains inthe UK. A middle class, Croydon-born Jewish boy, who left school at16 without a single qualification, he's now number 6 on the latestSunday Times Rich list - up from 9th last year despite therecession. After leaving school, Philip Green worked for the familyfirm, one of the first shoe importers to bring products in fromChina and Hong Kong. Experience of international trade taught himabout finance, credit, importing and product. After four falsestarts he made his first million at 33, with Jean Jeannie. It was astruggling fashion chain when he bought it for 65,000 in themid-1980s. He sold it six months later for 3m. Many such dealslater, he owns the Arcadia group - running about an eigh

Just as Watergate was the defining political story of its time,so Enron is the biggest business story of our time. And just as All the President’s Men was the one Watergate book that gavereaders the full story, with all the drama and nuance, TheSmartest Guys in the Room is the one book you have to read tounderstand this amazing business saga.

Why does Procter Gamble repeatedly call on enthusiasticamateurs to solve scientific and technical challenges? How cancompanies as diverse as iStockphoto and Threadless employ just ahandful of people, yet generate millions of dollars in revenueevery year? "Crowdsourcing" is how the power of the many can be leveraged toaccomplish feats that were once the responsibility of a specializedfew. Jeff Howe reveals that the crowd is more than wise–it’stalented, creative, and stunningly productive. It’s also a perfectmeritocracy, where age, gender, race, education, and job history nolonger matter; the quality of the work is all that counts. If youcan perform the service, design the product, or solve the problem,you’ve got the job. But crowdsourcing has also triggered a dramatic shift in the waywork is organized, talent is employed, research is conducted, andproducts are made and marketed. As the crowd comes to supplanttraditional forms of labor, pain and disruption are inevitable, andHowe de

在线阅读本书 Under Andy Grove’s leadership，Intel has become the worlds largestchip maker and one of the most admired companies in the world．Inonly the Paranoid Survive, Grove reveals his strategy of focusingon a new way of measuring the nightmare moment every leaderdreads——when massive change occurs and a company must，yirtuallyovernight adapt or fall by the wayside．Grove calls such a moment aStrategic Inflection Point，which can be set off by almostanything:mega-competition, a change in regulations, or a seeminglymodest change in technology. When a Strategic Inflection Pointhits, the ordinary rules of business go out the window. Yetman-aged right, a Strategic Inflection Point can be and opportunityto win in the marketplace and emerge stronger than ever. Groveunderscores his message by examining his own record of success andfailure, including how he navigated the events of the Pentium flaw,which threatened Intel's reputation in 1994, and how he has dealtwith the explosions in growt

Book De*ion An Innovative Blueprint for Enduring Client Relationships More than 15 million people in this country earn their livings by serving clients, and their numbers are growing every day. Unfortunately, far too few develop the skills and strategies needed to rise to the top in a world where clients have almost unlimited access to information and expertise. Supported by more than one hundred case studies and wisdom gleaned from interviews with dozens of leading CEOs and prominent business advisors, Clients for Life identifies what clients really want and lays out the core qualities that distinguish the client advisor -- an irreplaceable resource -- from the expert for hire -- a tradable commodity. * Experts are specialists; advisors become deep generalists who have broad perspective. * Experts are for hire; advisors have selfless independence, balancing client devotion with objectivity and detachment. * Experts have professional credibility; advisors develop deep personal trust. * Experts analyze; advi

YaYa CEO Ferrazzi works with "Inc." writer Raz to explain theguiding principles he has mastered over a lifetime of reaching outto explain what it takes to build the kind of lasting, mutuallybeneficial relationships that lead to professional and personalsuccess.

From the man the Wall Street Journal hailed as "theguru of Revenue Management" comes revolutionary ways to recoverfrom the after effects of downsizing and refocus your business ongrowth. Whatever happened to growth? In Revenue Management, RobertG. Cross answers this question with his ground-breaking approach torevitalizing businesses: focusing on the revenue side of the ledgerinstead of the cost side. The antithesis of slash-and-burn methodsthat left companies with empty profits and dissatisfiedstockholders, Revenue Management overturns conventionalthinking on marketing strategies and offers the key to initiatingand sustaining growth. Using case studies from a variety of industries, smallbusinesses, and nonprofit organizations, Cross describes no-tech,low-tech, and high-tech methods that managers can use to increaserevenue without increasing products or promotions; predict consumerbehavior; tap into new markets; and deliver products and servicesto customers effectively and efficiently

THE REMARKABLE AND INSPIRING TRUE STORY OF ONE GUY WHOTRANSFORMED HIS UNCERTAINTY ABOUT THE FUTURE INTO ACTION A year and a half after he graduated from college, Sean Aikenfound himself struggling to answer the question “What should I dowith my life?” His mother suggested teaching. His older sister toldhim to apply for an entry-level corporate position. His fathersaid, “It doesn’t matter what you do, just make sure it’s somethingyou’re passionate about.” Taking his father’s advice to heart, Seancreated the One-Week Job Project and launched himself on an epicjourney to find his passion. His goal: to work fifty-two jobs infifty-two weeks. After the launch of his website, oneweekjob.com, the offers beganpouring in. Sean’s first gig was—literally—jumping off a bridge, asa bungee operator in British Columbia. From there he traveledacross Canada and the United States, reinventing himself as afirefighter, an aquarium host, a radio DJ, a martial artsinstructor, an NHL mascot,

Now available in paperback--the book that has, since 1992,become the primer for open-book management, a new method based onthe concept of democracy, the spirit of sports, and the reality ofnumbers. Includes a "user's guide" and a discussion guide createdespecially for this edition.

Three years after the events of The Golem's Eye, the youngmagician Nathaniel is an established member of the BritishGovernment. But he faces unprecedented problems: foreign wars aregoing badly and Britain's enemies are mounting attacks close toLondon. Increasingly distracted, he is treating Bartimaeus worsethan ever: the long-suffering djinni is growing weak from too muchtime in this world, and his patience is at an end. Meanwhile,undercover in London, Kitty has been stealthily completing herresearch into magic and Bartimaeus' past. She hopes to break theendless cycle of conflict between djinn and humans - but will shebe able to get anyone to listen? Before any of these problems canbe resolved, disaster strikes London from an unexpected source andthe destinies of Bartimaeus, Nathaniel, and Kitty are throwntogether once more. They have to face treacherous magicians, along-fermented conspiracy, and an enemy from 'The Other Place' thatthreatens London and the world. Worst of all, they must somehowcope wit

What’s the secret to becoming a millionaire? For years people have asked David Bach, the national bestsellingauthor of Smart Women Finish Rich, Smart Couples Finish Rich, andThe Finish Rich Workbook, what’s the real secret to getting rich?What’s the one thing I need to do? Now, in The Automatic Millionaire, David Bach is sharing thatsecret. The Automatic Millionaire starts with the powerful story of anaverage American couple--he’s a low-level manager, she’s a beautician--whose jointincome never exceeds $55,000 a year, yet who somehow manage to owntwo homes debt-free, put two kids through college, and retire at 55with more than $1 million in savings. Through their story you’lllearn the surprising fact that you cannot get rich with a budget!You have to have a plan to pay yourself first that is totallyautomatic, a plan that will automatically secure your future andpay for your present. What makes The Automatic Millionaire unique: You don’t need a budget

Now with a new foreword and final chapter, The Partnership chronicles the most important periods in Goldman Sachs's history and the individuals who built one of the world's largest investment banks. Charles D. Ellis, who worked as a strategy consultant to Goldman Sachs for more than thirty years, reveals the secrets behind the firm's continued success through many life-threatening changes. Disgraced and nearly destroyed in 1929, Goldman Sachs limped along as a break-even operation through the Depression and WWII. But with only one special service and one improbable banker, it began the stage-by-stage rise that took the firm to global leadership, even in the face of the world-wide credit crisis.

The acclaimed bestseller about visual problem solving-now bigger and better "There is no more powerful way to prove that we know something well than to draw a simple picture of it. And there is no more powerful way to see hidden solutions than to pick up a pen and draw out the pieces of our problem." So writes Dan Roam in The Back of the Napkin, the international bestseller that proves that a simple drawing on a humble napkin can be more powerful than the slickest PowerPoint presentation. Drawing on twenty years of experience and the latest discoveries in vision science, Roam teaches readers how to clarify any problem or sell any idea using a simple set of tools. He reveals that everyone is born with a talent for visual thinking, even those who swear they can't draw. And he shows how thinking with pictures can help you discover and develop new ideas, solve problems in unexpected ways, and dramatically improve your ability to share your insights. Take Herb Kelleher and Rollin King,

John Meriwether, a famously successful Wall Street trader,spent the 1980s as a partner at Salomon Brothers, establishing thebest--and the brainiest--bond arbitrage group in the world. Amysterious and shy midwesterner, he knitted together a group ofPh.D.-certified arbitrageurs who rewarded him with filial devotionand fabulous profits. Then, in 1991, in the wake of a scandalinvolving one of his traders, Meriwether abruptly resigned. For twoyears, his fiercely loyal team--convinced that the chief had beenunfairly victimized--plotted their boss's return. Then, in 1993,Meriwether made a historic offer. He gathered together his formerdisciples and a handful of supereconomists from academia andproposed that they become partners in a new hedge fund differentfrom any Wall Street had ever seen. And so Long-Term CapitalManagement was born. In a decade that had seen the longest and most rewarding bullmarket in history, hedge funds were the ne plus ultra ofinvestments: discreet, private clubs limited to those

True leadership isn't a matter of having a certain job ortitle. In fact, being chosen for a position is only the first ofthe five levels every effective leader achieves. To become morethan "the boss" people follow only because they are required to,you have to master the ability to invest in people and inspirethem. To grow further in your role, you must achieve results andbuild a team that produces. You need to help people to developtheir skills to become leaders in their own right. And if you havethe skill and dedication, you can reach the pinnacle ofleadership-where experience will allow you to extend your influencebeyond your immediate reach and time for the benefit ofothers. The 5 Levels of Leadership are: 1. Position - People follow because they have to. 2. Permission - People follow because they want to. 3. Production - People follow because of what you have done forthe organization. 4. People Development - People follow because of what you havedone for them personall