This collection of Peter F. Drucker's essays explores theintersection between society, politics, and economics. Despite thislofty goal, however, the essays themselves remain down to earth,highly readable, and full of stories and ideas that make us thinkdifferently about the business world around us. The majority of these essays were written in the 1960s, and inthem Drucker specifically examines that turbulent decade, yieldingconclusions that are as timeless as they are fresh. He places themerger mania of the decade in the context of business history ofthe twentieth century, and arrives at fundamental questions aboutmass market economies. He questions the personal and politicalvalues of 1960s adolescents, and ends up relating them to theconcurrent rise of big complex modern institutions. He examineswith equal vigor Japan's management successes, the role of politicsand economics in American identity, and the "real" Kirkegaard.
Get ahead of the competition with some expert planning. As any business manager knows, success doesn't just happen. Ittakes hard work and planning to get the desired results. Strategicplanning is the discipline that helps businesses build on theirpresent success by analyzing all the factors that can impact thefuture and take measures to anticipate them. The Complete Idiot'sGuide(r) to Strategic Planning offers clear and concretediscussions about: ? Defining business goals in mission statements ? Proven methods to gather the information necessary to formulatea strategy ? Anticipating the competition ? Executing a strategic plan
The No Asshole Rule was awarded a Quill Award as the Best Business Book of 2007. When Robert Sutton's "No Asshole Rule" appeared in the Harvard Business Review, readers of this staid publication were amazed at the outpouring of support for this landmark essay. The idea was based on the notion, as adapted in hugely successful companies like Google and SAS, that employees with malicious intents or negative attitudes destroyed any sort of productive and pleasant working environment, and would hinder the entire operation's success. Now using case studies from these and many more corporations that have had unquestioned success using variations of "The No Asshole Rule," Sutton's book aims to show managers that by hiring mean-spirited employees - regardless of talent - saps energy from everyone who must deal with said new hires. FEATURING A NEW CHAPTER ON THE RULE AND ITS SURPRISING IMPACT! In this new version of The No Asshole Rule, Bob Sutton provides an uproarious account of the world-wide reaction to his best-se
Tradition says there are three ways to grow a company’sprofits: Fire up the sales team with empty promises, cut costs anddownsize, or cook the books. But what if there’s a better way—a waythat nine amazingly profitable and well-run companies are alreadyembracing? Jason Jennings and his research team screened more than100,000 Amer?ican companies to find nine that rarely end up onmagazine covers, yet have increased revenues and profits by tenpercent or more for ten consecutive years. Then they interviewedthe leaders, workers, and customers of these quiet super?stars tofind the secrets of their astoundingly consistent and profitablegrowth. What they have in common is a culture—a community—based on ashockingly simple precept: Think big, but act small. It works forretailers like PETCO, Cabela’s, and O’Reilly Automotive,manufacturers like Medline Industries, service compa?nies likeSonic Drive-In, private educational companies like Strayer,industrial giants like Koch Enterprises, a
We live in an age of unprecedented opportunity: with ambition,drive, and talent, you can rise to the top of your chosenprofession regardless of where you started out. But with opportunity comes responsibility. Companies today aren'tmanaging their knowledge workers' careers. Instead, you must beyour own chief executive officer. That means it's up to you tocarve out your place in the world and know when to change course.And it's up to you to keep yourself engaged and productive during acareer that may span some 50 years. In Managing Oneself, Peter Drucker explains how to do it. Thekeys: Cultivate a deep understanding of yourself by identifyingyour most valuable strengths and most dangerous weaknesses.Articulate how you learn and work with others and what your mostdeeply held values are. Describe the type of work environment whereyou can make the greatest contribution. Only when you operate with a combination of your strengths andself-knowledge can you achieve true and lasting excellence
Manage the risk and maximize the reward! Risk. It's what business is all about. The key to success is toanticipating and managing the risks that can impact business. TheComplete Idiot's Guide(r) to Risk Management provides the keyinformation necessary to manage business risk successfully. ?The basic categories of business risk ?How to indentify the specific factors that affect any particularbusiness ?How to create practical risk models to plan ahead ?How to lessen the impact of risk events should they happen ?How to profit from strategic risk taking
If you're like most business leaders, innovation now tops yourcorporate agenda. But despite all the talk and excitement about theimportance of innovation, managers have so far found scant help forinnovating in a systematic way that fuels consistent growth andsustained success. In Innovation to the Core, Strategos CEO Peter Skarzynski andbusiness strategist Rowan Gibson change all that. They share theaccumulated wisdom from Strategos--the consulting firm Skarzynskico-founded with Gary Hamel that helps clients instill innovationinto their very core. Drawing on a wealth of stories and examples,the book shows how companies of every stripe have overcome thebarriers to successful, profitable innovation. You'll find partsdevoted to crucial topics--such as how to organize the discoveryprocess, generate strategic insights, enlarge your innovationpipeline, and maximize your return on innovation. Frequent hands-ontools--frameworks, checklists, probing questions--help you put thebook's ideas into action. Cra
This title presents a practical approach to fuel game changinggrowth through business model innovation. Transformational newgrowth remains the Holy Grail for many organizations. But a deepunderstanding of how great business models are made can provide thekey to unlocking that growth. This landmark book describes howcompanies can achieve transformational growth in new markets Or,simply put, how they can seize the white space. To step out intothe unknown and seize the white space requires a new language - anda framework with which to understand an existing enterprise and thewhite space it hopes to conquer. This book - from ClayChristensen's firm Innosight - is devoted to making game-changingbusiness model innovation a possibility. Leaving the rhetoric toothers, it provides the building blocks for creating business modelinnovation: first, by showing executives how to discover newbusiness models and then by showing them how to bring theseinnovations to market. With road-tested frameworks, analytics, anddia
"As a manager, my purpose is to serve the greater goodby bringing people and resources together to create value that nosingle individual can create alone..." So begins the MBA Oath, conceived in early 2009 byMax Anderson, Peter Escher, and a team of Harvard Business Schoolstudents. They saw that in the wake of the financial crisis, theMadoff scandal, and other headlines, MBAs were being vilified.People were angry because business leaders, many of whom were MBAs,seemed not to care about anything beyond their own privateinterests. Many began to question the worth of business schools andthe MBA degree. The oath quickly spread beyond Harvard, becoming a worldwidemovement for a new generation of leaders who care about society aswell as the bottom line. Thousands of graduating MBAs have nowpledged to conduct themselves with honesty and integrity, just asmedical students swear by the Hippocratic oath before they canpractice. This book is the manifesto for the movement. It provides not only astrong case for wh
How brain science is transforming the way we manage Why is it so hard for managers to get the results they want?According to the latest brain science, it's because most of whatthey do produces the opposite of what they expect. Appeals toreason fall short, for our decisions are made emotionally, andlogic is at best an after-the-fact justification for what we'vealready determined to do. That's just one of the many amazing discoveries that explain whymanagement is so challenging. but as Charles Jacobs explains, oncewe understand the lessons of neuroscience, we're able to createmore powerful strategies, inspire people to maximize theirpotential, and overcome the biggest hurdle to improving businessperformance-making change stick.
Go from being a good manager to an extraordinary leader. If you read nothing else on leadership, read these 10 articles.We've combed through hundreds of Harvard Business Review articleson leadership and selected the most important ones to help youmaximize your own and your organization's performance. HBR's 10 Must Reads On Leadership will inspire you to: - Motivate others to excel - Build your team's self-confidence in others - Provoke positive change - Set direction - Encourage smart risk-taking - Manage with tough empathy - Credit others for your success - Increase self-awareness - Draw strength from adversity
The New Manager's Guide and Mentor "The Harvard BusinessEssentials" series is designed to provide comprehensive advice,personal coaching, background information, and guidance on the mostrelevant topics in business. Whether you are a new manager seekingto expand your skills or a seasoned professional looking to broadenyour knowledge base, these solution-oriented books put reliableanswers at your fingertips. Decision making is a critical part ofmanagement, and bad choices can damage careers and the bottom line.This book offers the tools and advice managers need to avoid commonbiases and arrive at and implement decisions that are both soundand ethical.
The Associate Professional Risk Manager (PRM) is a new PRMIAcertificate program intended for staff entering the risk managementprofession, or those who interface with risk management disciplineson a regular basis, such as auditing, accounting, legal, andsystems development personnel who want to understand fundamentalrisk management methods and practices. Designed to bemathematically and theoretically less detailed than theProfessional Risk Manager (PRM(tm)) certification, the new programwill cover the core concepts allowing non-specialists to interpretrisk management information and reports, make critical assessmentsand evaluate the implications and the limitations of suchresults.
take control of their careers ? turn unexpected shakeups andturbulence into positive occasions for growth ? dramaticallyimprove their earning ability ? develop the self-confidence to takethe kind of risks that lead to rapid advancement ? decide on andget the job they really want ? set clear goals for their lives ?write resumes that get results ? determine their own salaryrange
By exploring measures that have transformed businesses, DavidParmenter has developed a methodology that is breathtaking in itssimplicity and yet profound in its impact. Now in an updated andexpanded Second Edition, Key Performance Indicators is a proactiveguide representing a significant shift in the way KPIs aredeveloped and used, with an abundance of implementation tools,including: The four foundation stones that lead the development and use ofKPIs A 12-step model for developing and using KPIs withguidelines A KPI resource kit including worksheets, workshop programs, andquestionnaires A new and pragmatic approach to finding critical successfactors Over 300 performance measures Implementation variations for small to medium enterprises andnot-for-profit organizations New implementation short cuts How to brainstorm performance measures Templates for reporting performance measures A resource kit for a consultant who is acting as a coach /facilit
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
The creators of the revolutionary performance management toolcalled the Balanced Scorecard introduce a new approach that makesstrategy a continuous process owned not just by top management, butby everyone. In this book, Robert Kaplan and David Norton share theresults of ten years of learning and research of more than 200companies that have implemented the Balanced Scorecard. Theseorganizations have used the scorecard to create an entirely newperformance management framework that puts strategy at the centerof key management processes and systems. Kaplan and Nortonarticulate the five key principles required for buildingstrategy-focused organizations; 1)translate the strategy intooperational terms 2) align the organization to the strategy, 3)make strategy everyone's everyday job, 4) make strategy a continualprocess, and 5) mobilize change through strong, effectiveleadership. The authors provide a detailed account of how a rangeof organizations in the private, public, and nonprofit sectors havedeployed the
