73 management books
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Books
Gary Hamel (2012)
Obviously, there are lots of things that matter now. But in a world of fractured certainties and battered trust, some things matter more than others. While the challenges facing organizations are limitless; leadership bandwidth is not. That is why you have to be clear about what really matters now. What are the fundamental, make-or-break issues that will determine whether your organization thrives or dives in the years ahead? Hamel identifies five issues are that are paramount: values, innovation, adaptability, passion and ideology. In doing so he presents an essential agenda for leaders everywhere.
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4 votes
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Alexander Osterwalder (2010)
Business Model Generation is a handbook for visionaries, game changers, and challengers striving to defy outmoded business models and design tomorrow's enterprises. If your organization needs to adapt to harsh new realities, but you don′t yet have a strategy that will get you out in front of your competitors, you need Business Model Generation. Co–created by 470 Business Model Canvas practitioners from 45 countries, the book features a beautiful, highly visual, 4–color design that takes powerful strategic ideas and tools, and makes them easy to implement in your organization. It explains the most common Business Model patterns, based on concepts from leading business thinkers, and helps you reinterpret them for your own context. You will learn how to systematically understand, design, and implement a game–changing business model––or analyze and renovate an old one.
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3 votes
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Erik Brynjolfsson and Adam Saunders (2010)
A wave of business innovation is driving the productivity resurgence in the U.S. economy. In Wired for Innovation, Erik Brynjolfsson and Adam Saunders describe how information technology directly or indirectly created this productivity explosion, reversing decades of slow growth. They argue that the companies with the highest level of returns to their technology investment are doing more than just buying technology; they are inventing new forms of organizational capital to become digital organizations. These innovations include a cluster of organizational and business-process changes, including broader sharing of information, decentralized decision-making, linking pay and promotions to performance, pruning of non-core products and processes, and greater investments in training and education. Brynjolfsson and Saunders go on to examine the real sources of value in the emerging information economy, including intangible inputs and outputs that have defied traditional metrics. For instance, intangible organizational capital is not directly observable on a balance sheet yet amounts to trillions of dollars of value. Similarly, such nonmarket transactions of information goods as Google searches or views of Wikipedia articles are an increasingly large share of the economy yet virtually invisible in the GDP statistics. Drawing on work done at the MIT Center for Digital Business and elsewhere, Brynjolfsson and Saunders explain how to better measure the value of technology in the economy. They treat technology as not just another type of ordinary capital investment by also focusing on complementary investments--including process redesign, training, and strategic changes--and ton he value of product quality, timeliness, variety, convenience, and new products. Innovation continues through booms and busts. This book provides an essential guide for policy makers and economists who need to understand how information technology is transforming the economy and how it will create value in the coming decade.
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1 vote
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John Hagel III, John Seely Brown and Lang Davison (2010)
Exploring the paradigm shift in business brought about by innovations in communication technology, this collaboration from three consultant-authors provides a succinct metaphor for the shift in the information economy-from "push" to "pull"-but little else. Though they provide an effective survey of the effect of more interactive, ubiquitous and on-demand communication, it already feels dated; the essential messages that Hagel, Brown, and Davison derive-networking is key, you should pursue your passions, many traditional ways of doing business are over-are old news in the business self-help section. The examples they provide focus primarily on individually-driven collaborative efforts (wikis, online gaming) and make poor analogies for someone looking to revitalize a corporation or present a compelling case for change to colleagues or an intransigent CEO. Professionals who already know that the Internet isn't just a phase will need more information than this book provides.
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3 votes
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Stephen Denning (2010)
Organizations today face a crisis. The crisis is of long standing and its signs are widespread. Most proposals for improving management address one element of the crisis at the expense of the others. The principles described by award–winning author Stephen Denning simultaneously inspire high productivity, continuous innovation, deep job satisfaction and client delight. Denning puts forward a fundamentally different approach to management, with seven inter–locking principles of continuous innovation: focusing the entire organization on delighting clients; working in self–organizing teams; operating in client–driven iterations; delivering value to clients with each iteration; fostering radical transparency; nurturing continuous self–improvement and communicating interactively. In sum, the principles comprise a new mental model of management.
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1 vote
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Gary Doucet, John Gøtze, Pallab Saha, Scott Bernard (2009)
The book introduces the idea of Coherency Management, and asserts that this is the primary outcome goal of an enterprise's architecture. With submissions from over 30 authors and co-authors, the book reinforces the idea that EA is being practiced in an ever-increasing variety of circumstances - from the tactical to the strategic, from the technical to the political, and with governance that ranges from sell to tell. The characteristics, usages, value statements, frameworks, rules, tools and countless other attributes of EA seem to be anything but orderly, definable, classifiable, and understandable as might be hoped given heritage of EA and the famous framework and seminal article on the subject by John Zachman over two decades ago. Notably, EA is viewed as an Enterprise Design and Management approach, adopted to build better enterprises, rather than a IT Design and Management approach limited to build better systems.
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14 votes
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Peter Weill, Jeanne Ross (2009)
Digitization of business interactions and processes is advancing full bore. But in many organizations, returns from IT investments are flatlining, even as technology spending has skyrocketed. These challenges call for new levels of IT savvy: the ability of all managers-IT or non-IT-to transform their company's technology assets into operational efficiencies that boost margins. Companies with IT-savvy managers are 20 percent more profitable than their competitors. In IT Savvy, Peter Weill and Jeanne Ross-two of the world's foremost authorities on using IT in business-explain how non-IT executives can acquire this savvy. Concise and practical, the book describes the practices, competencies, and leadership skills non-IT managers need to succeed in the digital economy. You'll discover how to: -Define your firm's operating model-how IT can help you do business -Revamp your IT funding model to support your operating model -Build a digitized platform of business processes, IT systems, and data to execute on the model -Determine IT decision rights -Extract more business value from your IT assets Packed with examples and based on research into eighteen hundred organizations in more than sixty countries, IT Savvy is required reading for non-IT managers seeking to push their company's performance to new heights.
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11 votes
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Kevin Kelly (2009)
How do you lead when the world just won't stand still? Leading in Turbulent Times is based on exclusive interviews with the frontline leaders who know how to adapt to rapid change and how to help their companies overcome the challenging obstacles they face. When change is the name of the game, the best leaders focus on passion; communication; and vision.
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1 vote
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Tim Brown (2009)
The myth of innovation is that brilliant ideas leap fully formed from the minds of geniuses. The reality is that most innovations come from a process of rigorous examination through which great ideas are identified and developed before being realized as new offerings and capabilities. This book introduces the idea of design thinking, the collaborative process by which the designer's sensibilities and methods are employed to match people's needs not only with what is technically feasible and a viable business strategy. In short, design thinking converts need into demand. It's a human-centered approach to problem solving that helps people and organizations become more innovative and more creative. Design thinking is not just applicable to so-called creative industries or people who work in the design field. It's a methodology that has been used by health organizations to increase the quality of patient care by re-examining the ways that their nurses manage shift change, or rethink supply chain management.
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1 vote
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James T Brown (2008)
Written by a top PMI trainer, this book is essential reading if you wish to pass the new Project Management Institute's Program Management Certification exam-or if you want to take your project management skills to an advanced level. It is also a must read if you're a senior executives who wants a flexible organization that can support dynamic on-going product development. The author provides a solid framework for implementing a project management culture that will allow a company to maintain a pattern of repeatable success. Calling upon his decades of experience, he explains how process-when integrated with technology and personnel-is the real key to delivering improved products and services for the long-term.
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C.K. Prahalad, M.S. Krishnan (2008)
C.K. Prahalad, the world's premier business thinker, and IT scholar M.S. Krishnan unveil the critical missing link in connecting strategy to execution--building organizational capabilities that allow companies to achieve and sustain continuous change and innovation. The New Age of Innovation reveals that the key to creating value and the future growth of every business depends on accessing a global network of resources to co-create unique experiences with customers, one at a time. To achieve this, CEOs, executives, and managers at every level must transform their business processes, technical systems, and supply chain management, implementing key social and technological infrastructure requirements to create an ongoing innovation advantage. In this landmark work, Prahalad and Krishnan explain how to accomplish this shift--one where IT and the management architecture form the corporation's fundamental foundation. This book provides strategies for: Redesigning systems to co-create value with customers and connect all parts of a firm to this process; Measuring individual behavior through smart analytics; Ceaselessly improving the flexibility and efficiency in all customer-facing and back-end processes; Treating all involved individuals--customers, employees, investors, suppliers--as unique; Working across cultures and time-zones in a seamless global network; Building teams that are capable of providing high-quality, low-cost solutions rapidly. The fomula is N=1 and R=G.
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8 votes
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Peter Skarzynski, Rowan Gibson (2008)
If you're like most business leaders, innovation now tops your corporate agenda. But despite all the talk and excitement about the importance of innovation, managers have so far found scant help for innovating in a systematic way that fuels consistent growth and sustained success. In Innovation to the Core, Strategos CEO Peter Skarzynski and business strategist Rowan Gibson change all that. They share the accumulated wisdom from Strategos--the consulting firm Skarzynski co-founded with Gary Hamel that helps clients instill innovation into their very core. Drawing on a wealth of stories and examples, the book shows how companies of every stripe have overcome the barriers to successful, profitable innovation. You'll find parts devoted to crucial topics--such as how to organize the discovery process, generate strategic insights, enlarge your innovation pipeline, and maximize your return on innovation. Frequent hands-on tools--frameworks, checklists, probing questions--help you put the book's ideas into action. Crafted in close coordination with Gary Hamel--the man who Fortune magazine has called "the world's leading expert on business strategy"--Innovation to the Core is the definitive fieldbook for making innovation a core competence in your organization.
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1 vote
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Robert S Kaplan, David P Norton (2008)
In a world of stiffening competition, business strategy is more crucial than ever. Yet most organizations struggle in this area--not with formulating strategy but with executing it, or putting their strategy into action. Owing to execution failures, companies realize just a fraction of the financial performance promised in their strategic plans. It doesn't have to be that way, maintain Robert Kaplan and David Norton in The Execution Premium. Building on their breakthrough works on strategy-focused organizations, the authors describe a multistage system that enables you to gain measurable benefits from your carefully formulated business strategy. This book shows you how to: Develop an effective strategy--with tools such as SWOT analysis, vision formulation, and strategic change agendas; Plan execution of the strategy--through portfolios of strategic initiatives linked to strategy maps and Balanced Scorecards; Put your strategy into action--by integrating operational tools such as process dashboards, rolling forecasts, and activity-based costing; Test and update your strategy--using carefully designed management meetings to review operational and strategic data. Drawing on extensive research and detailed case studies from a broad array of industries, The Execution Premium presents a systematic and proven framework for achieving the financial results promised by your strategy.
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3 votes
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Mark Morgan, William Malek, Raymond E Levitt (2008)
Why do businesses consistently fail to execute their competitive strategies? Because leaders don't identify and invest in the full range of projects and programs required to align the organization with its strategy. Moreover, even when strategy makers do break their plans down into doable chunks, they seldom work with project leaders to prioritize strategic investments and assure that needed resources are applied in priority order. And they often neglect to revise the strategic portfolio to fit the demands of a dynamic environment, or to stay connected to strategic projects through completion, as new products, services, skills and capabilities are transferred into operations. In Executing Your Strategy, Mark Morgan, Raymond Levitt, and William Malek present six imperatives that enable you to do the right strategic projects--and do those projects right. And it is no accident that the six imperatives combine to create the acronym INVEST: Ideation: Clarify and communicate Purpose, Identity and Long Range Intention; Nature: Develop alignment between Strategy, Structure and Culture based on Ideation; Vision: Create clear Goals and Metrics aligned to Strategy and guided by Ideation; Engagement: Do the right projects based on the Strategy through Portfolio management; Synthesis: Do Projects and Programs right, in alignment with Portfolio; Transition: Move the Project and Program outputs into Operations where benefit is realized. Full of intriguing company examples and practical advice, this crucial new resource shows you how to make strategy happen in your organization
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2 votes
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Chris Potts (2008)
Called 'part entertaining novel and part enlightening textbook' by reviewers, FruITion is about Ian the CIO. How will Ian as the CIO react when the management team explores a very different relationship with IT? The strategy that emerges has major implications for the CIO and everyone in the IT department.
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17 votes
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John P Kotter (2008)
In his international bestseller "Leading Change," Kotter provided an action plan for implementing successful transformations. Now, he shines the spotlight on the crucial first step in his framework: creating a sense of urgency by getting people to actually see and feel the need for change.
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1 vote
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Peter M. Senge, Bryan Smith, Nina Kruschwitz, Joe Laur, Sara Schley
What is THE NECESSARY REVOLUTION? The End of an Era. The Industrial Age Bubble the take, make, waste way of thinking that has dominated the developed world for the past 200 years is coming to an end. Leaders from organizations and groups as diverse as Coca- Cola and Costco, DuPont, Google, Alcoa, and Nike, Oxfam and the World Wildlife Fund are leading the charge to change the very way we do business. The Dawn of a Revolution. The environmental and social challenges before us climate change, the depletion of natural resources, the side-effects of rampant consumerism, and a widening economic divide create an unprecedented opportunity for change. Initiatives from innovative organizations from every sector from the EU's End of Vehicle Lifetime directive to Nike's new green products to Coke s transformative collaboration with the World Wildlife Fund are proving that by working together, businesses, government, and non-profit organizations are starting to bring about real, sustainable change. We must act together now. The Necessary Revolution offers a toolkit with specific strategies and points of action to help change how organizations think and act. Our situation could not be more urgent. We need to cut carbon dioxide emissions globally by 80% in 20 years. We need to reduce our consumption of water and energy drastically. We need to stop pretending that the problems belong to someone else: in an interconnected world, it doesn t matter whose end of the boat has a hole. There are no good guys and bad guys we are all responsible for our core sustainability issues: food, water, energy, waste, and toxicity. And every one of us has to be part of the solution. Imagine a world in which the excess energy from one business would be used to heat another. Where buildings need less and less energy, and where regenerative commercial buildings ones that create more energy than they use are being designed. A world in which environmentally-sound products and processes would be more cost-effective than wasteful ones. A world in which corporations such as Costco, Nike, BP and countless others are forming partnerships with environmental and social justice organizations to ensure better stewardship of the earth and better livelihoods in the developing world. Now, stop imagining that world is already emerging. A revolution is underway in today's organizations. As Peter Senge and his co-authors reveal in The Necessary Revolution, companies around the world are boldly leading the change from dead-end business as usual tactics to trans- formative strategies that are essential for creating a flourishing, sustainable world. There is a long way to go, but the era of denial has ended. Today's most innovative leaders are recognizing that for the sake of our companies and our world, we must implement revolutionary not just incremental changes in the way we live and work.
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2 votes
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Henry Mintzberg, Prof Bruce Ahlstrand, Joseph B. Lampel (2008)
Strategy is the most prestigious but also the most confusing part of business. Managers are constantly bombarded with new jargon and the latest fads promising the magic bullet for every strategic problem. The world of strategy can seem to be an impenetrable jungle. Strategy Safari presents a powerful antidote to the dilemma of needing to know about strategy and yet not being able to find any comprehensible guidelines. This revised edition is a comprehensive, colourful and illuminating tour through the wilds of strategic management. In this provocative, jargon-free and extremely readable guide, top strategy authors Mintzberg, Ahlstrand & Lampel clearly set out and critique each of the ten major schools of strategic management thinking to help you grasp what you really need to know.
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2 votes
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Patrick Hoverstadt (2008)
The world of management is in crisis – the old remedies no longer work and organizations are failing at an increasing rate. Although many talk of ‘joined up thinking’, few offer practical guidance on how to achieve this in organizations. The Fractal Organization sets down the practical implications of a well tested systemic approach to building organizations that are capable of surviving and flourishing in these turbulent times.
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11 votes
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Thomas H. Davenport, Jeanne G. Harris (2007)
Thomas H. Davenport and Jeanne G. Harris explain how many successful organizations are using data creatively to beat the competition. High-performance businesses are now building their competitive strategies around data-driven insights that are, in turn, generating impressive business results. Their secret weapon? Analytics: sophisticated quantitative and statistical analysis and predictive modeling supported by powerful information technology and data-savvy senior leaders. Exemplars of analytics are using new tools to identify their most profitable customers and offer them the right price, to accelerate product innovation, to optimize supply chains, and to identify the true drivers of financial performance. A wealth of examples—from organizations as diverse as Amazon, Barclay's, Capital One, Harrah's, Procter & Gamble, Wachovia and the Boston Red Sox—illuminate how to leverage the power of analytics.
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A Mulholland, C, S Thomas, P Kurchina (2007)
Mashup Corporations: The End of Business As Usual tells the tale of Vorpal Inc., a company that pioneers the implementation of service-oriented architecture to transform its business model. CEO Jane Moneymaker believes in marketing manager Hugo Wunderkind's idea of creating a new market using non-traditional methods based on mashups, but struggles to achieve this vision. The story illustrates what it takes to achieve cultural change, overturning established business and IT structures. By embracing a service-oriented approach Moneymaker makes Vorpal faster, flexible and more responsive, bringing an end to business as usual. Mashup Corporations takes a unique approach to communicating its message. From the first page, readers will find themselves in a story populated with people who interact in ways that will ring true to others who have struggled to make technology work in an organization, large or small. The conflicts that naturally arise between CEOs, CIOs, and line of business managers illustrate the important issues at stake within Vorpal and most other companies. As the leaders of Vorpal find their way out of their predicament, rules about how mashups and service orientation can be properly applied emerge. These rules, which may be the most enduring contribution of the book, are illustrated and analyzed using real-life examples.
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3 votes
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Joe Stenzel, Gary Cokins, Bill Flemming, Anthony Hill, Michael Hugos, Paul R. Niven, Karl D. Schubert, and Alan Stratton (2007)
If you are a CIO, or intend to become a CIO, or simply want to understand the strategic importance of IT for your entire enterprise, CIO Best Practices provides you with the best practice guidance on the key responsibilities of the CIO and its important role in modern organizations. This is the most definitive and important work you will find on achieving and exercising strategic IT leadership.
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Behnam Tabrizi (2007)
Profound organizational transformation takes years and, in most cases is unsuccessful, right? Not according to change expert Behnam Tabrizi. In Rapid Transformation: A 90-Day Plan for Fast and Effective Change , Tabrizi shows you how to accomplish successful transformational change in your firm in just 90 days. Based on ten years of research into more than 500 leading companies including 3M, IBM, GE, Nissan, Apple, Bay Networks, Verisign, HP and Best Buy this book demystifies fast, effective change and lays out a clear roadmap for achieving it. Tabrizi's 90-day transformational model comprises three main phases, each lasting 30 days. The model enables you to analyze your company's specific challenge, develop a new course of action, and carry out the plan. Moreover, you apply the model in parallel with the normal workings of your organization so you don't have to put your company on hold for the sake of the change effort. With its detailed recipe and insightful stories from actual corporate reinventions, this book defies long-held assumptions about change and provides a practical and immediately actionable guide.
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Yochai Benkler (2007)
With the radical changes in information production that the Internet has introduced, we stand at an important moment of transition, says Yochai Benkler in this thought-provoking book. The phenomenon he describes as social production is reshaping markets, while at the same time offering new opportunities to enhance individual freedom, cultural diversity, political discourse, and justice. But these results are by no means inevitable: a systematic campaign to protect the entrenched industrial information economy of the last century threatens the promise of today’s emerging networked information environment.
In this comprehensive social theory of the Internet and the networked information economy, Benkler describes how patterns of information, knowledge, and cultural production are changing—and shows that the way information and knowledge are made available can either limit or enlarge the ways people can create and express themselves. He describes the range of legal and policy choices that confront us and maintains that there is much to be gained—or lost—by the decisions we make today.
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David Weinberger (2007)
Human beings are information omnivores: we are constantly collecting, labeling, and organizing data. But today, the shift from the physical to the digital is mixing, burning, and ripping our lives apart. In the past, everything had its one place--the physical world demanded it--but now everything has its places: multiple categories, multiple shelves. Simply put, everything is suddenly miscellaneous.
In Everything Is Miscellaneous, David Weinberger charts the new principles of digital order that are remaking business, education, politics, science, and culture. In his rollicking tour of the rise of the miscellaneous, he examines why the Dewey decimal system is stretched to the breaking point, how Rand McNally decides what information not to include in a physical map (and why Google Earth is winning that battle), how Staples stores emulate online shopping to increase sales, why your children's teachers will stop having them memorize facts, and how the shift to digital music stands as the model for the future in virtually every industry. Finally, he shows how by "going miscellaneous," anyone can reap rewards from the deluge of information in modern work and life.
From A to Z, Everything Is Miscellaneous will completely reshape the way you think--and what you know--about the world.
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