Showing titles in Organisational Behaviour

In The Attacker's Advantage, Charan reveals the upside of uncertainty for those leaders who are nimbly positioned to anticipate the catalysts of disruption and embrace change. He updates and adapts the principles of his previous best sellers to address the current turbulent business environment, cutting through the veil of complexity to concentrate on the new customer needs and expectations and providing the tools for corporate leaders to take their companies to a higher level.

We live in an age of extreme corporate concentration, in which global industries are controlled by just a few giant firms - big banks, big pharma, and big tech, just to name a few. But concern over what Louis Brandeis called the "curse of bigness" can no longer remain the province of specialist lawyers and economists, for it has spilled over into policy and politics, even threatening democracy itself.

Rookie Smarts addresses the questions every experienced professional faces: Will my knowledge and skills become obsolete and irrelevant? Will a young, inexperienced newcomer upend my company or me? How can I keep up? The answer is to stay fresh, keep learning, and know when to think like a rookie.

Modern society is plagued by fragmentation. The various sectors of our communities - businesses, schools, social service organizations, churches, government - do not work together. They exist in their own worlds. As do so many individual citizens, who long for connection but end up marginalized, their gifts overlooked, their potential contributions lost.

Good capital allocation is the secret sauce of business success and investment returns. How could what you spend money on inside a business not be of utmost importance? I looked for a business person's guide to effective capital allocation for years. I thought, "What a nice gift to send to the CEOs of my portfolio companies!" as visions of outsized returns danced in my head. To my dismay, the search came up dry. I decided I'd have to write my own. I started at the individual customer transaction level and built all the way up to M&A, share buybacks, and beyond.

What makes a great team tick? Leadership guru John C. Maxwell says the answer is simple: great players. In 17 Essential Qualities of a Team Player, Maxwell teaches leaders how to develop better players and teaches each player how he or she can achieve true greatness from the inside out. Drawing on examples from some of history's most winning team players--including Quincy Jones, Ronald Reagan, and Bob Taylor--he shows readers how to develop qualities such as discipline, enthusiasm, communication, preparation, and commitment.

A humorous yet practical five-step guide to ridding ourselves - and our companies - of the bureaucratic bottlenecks and red tape that plagues every office. How often in your life do you spend time following a rule or a procedure that makes no sense, offers little or no advantage and slows you down in the process? In a world of work governed by a system of well-intentioned rules, that's something that happens all too often.

In a global survey by the Katzenbach Center, 80 percent of respondents believed that their organization must evolve to succeed. But a full quarter of them reported that a change effort at their organization had resulted in no visible results. Why? The fate of any change effort depends on whether and how leaders engage their culture: the self-sustaining patterns of behaving, feeling, thinking, and believing that determine how things are done in an organization.

How do senior leaders, in their own words, describe the most effective leaders - the ones that get results, grow the business, enhance the culture and leave in their wake a trail of other really effective leaders? Conversely, how do senior leaders describe the kind of leader that undercuts the organization's capacity and capability to create its future? This book, based on groundbreaking research, shows how senior leaders describe and develop leadership that works, that does not, that scales, and that limits scale.

Even the best competitive strategies mean nothing if they can't be executed. Yet many organizations struggle when they move from defining a strategy to implementing it. Somehow, all the careful planning falls to the side, and leaders are left wondering how to pick up the pieces. The HBR Guide to Executing Your Strategy is here to help. This book offers leaders and managers tips and advice for how to take even the most detailed strategy and apply it throughout their organizations.

The news media is replete with stories of corporate scandal, corruption, and misdeeds. The need for effective crisis management and corporate governance strategies has never been greater. Broken Business explains why corporate scandals happen, what to do when scandals arise in your company, and how to prevent their future occurrence.

As children, we develop stories about how the world works, most of which get improved upon and amended over time. But some do not, even as we mature in other ways. Opinionated, self-centered, and fear-driven, these “child stories” are the source of the behavioral and emotional patterns that hold us back. When we learn to identify and rewrite these stories, limitless growth becomes possible.

For decades, business leaders have been handed the same dusty rulebook—outdated management theories rooted in control, incentives, and micromanagement. In the system _, Derrick Mains tears it all down and rebuilds it for the modern world.

In the war for customer acquisition, businesses invest millions of dollars to improve customer experience. They deliver packages faster, churn out new products, and endlessly revamp their UI, often putting greater strain on employees for diminishing returns. According to Tiffani Bova, this siloed focus on customer experience – without considering the impact on your staff—actually hinders growth in the long run. The most successful companies adopt an Experience Mindset that strengthens both employee experience (EX) and customer experience (CX) at the same time.

Backed by an extensive research project that looked at over 150 studies and articles, featured extensive interviews with over 150 executives, and analyzed over 250 global organizations, this book clearly breaks down the three environments that make up every single employee experience at every organization around the world and how to design for them. These are the cultural, technological, and physical environments. The Employee Experience Advantage guides listeners on a journey of creating a place where people actually want to show up to work.

A sharp and illuminating history of one of capitalism's longest-running tensions - the conflicts of interest among public-company directors, managers, and shareholders - told through entertaining case studies and original letters from some of our most legendary and controversial investors and activists.

We're in the midst of a revolution. Quantum leaps in technology are enabling organizations to observe and measure people's behavior in real time, communicate internally at extraordinary speed, and innovate continuously. These new, software-driven technologies are transforming the way companies interact with their customers, employees, and other stakeholders.

To compete with today's increasing globalization and rapidly evolving technologies, individuals, and organizations must take their ability to learn - the foundation for continuous improvement, operational excellence, and innovation - to a much higher level.

With nearly four decades of experience with the good, bad, and ugly of the board universe, Brian Hayward hones in on practical ways to develop the thinking and behaviour necessary for anyone taking this seat. Through real-life examples, and stories featuring Paul McCartney, Kalahari bushmen, Robert Maxwell, camels, Buddhist parables, and the Boeing 737 Max, listeners will see how chairing a board requires leadership competency of its own (distinct from being a director).

This practical guide shows how to facilitate collaboration among diverse individuals and organizations to navigate complexity and create change in our interconnected world. David Ehrlichman draws on his experience as a network builder; interviews with dozens of network leaders; and insights from the fields of network science, community building, and systems thinking to provide a clear process for creating and developing impact networks.