What Matters Now: How to Win in a World of Relentless Change, Ferocious Competition, and Unstoppable Innovation by Gary Hamel
This is not a book about doing better. It’s not a manual for people who want to tinker at the margins. Instead, it’s an impassioned plea to reinvent management as we know it—to rethink the fundamental assumptions we have about capitalism, organizational life, and the meaning of work.
In “The Future of Management”, Gary Hamel argues that organizations need management innovation now more than ever. Why? The management paradigm of the last century – centred on control and efficiency – no longer suffices in a world where adaptability and creativity drive business success. To thrive in the future, companies must reinvent management. Hamel explains how to turn your company into a serial management innovator.
The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment by Robert S. Kaplan and David P. Norton
Drawing from over 20 case studies – including Mobil, CIGNA, and AT&T Canada – the authors illustrate how pioneering companies have created an entirely new performance management framework – one that puts strategy at the center of critical management processes and systems.
More than just a measurement system, the Balanced Scorecard is a management system that can channel the energies, abilities, and specific knowledge held by people throughout the organization toward achieving long-term strategic goals. Kaplan and Norton demonstrate how senior executives in industries such as banking, oil, insurance, and retailing are using the Balanced Scorecard both to guide current performance and to target future performance. They show how to use measures in four categories – financial performance, customer knowledge, internal business processes, and learning and growth – to align individual, organizational, and cross-departmental initiatives and to identify entirely new processes for meeting customer and shareholder objectives.
The Ownership Quotient: Putting the Service Profit Chain to Work for Unbeatable Competitive Advantage by James L. Heskett , W. Earl Sasser, & Joe Wheeler
Heskett, Sasser, and Wheeler extend the service-profit chain to include customer and employee “owners.” The lifetime value of a customer-owner is equivalent to that of a hundred merely typical customers. That makes the value of employees who promote customer-ownership priceless. Citing companies as diverse as Harrah’s Entertainment, ING Direct, Build-a-Bear Workshop, and Wegmans Food Markets, this book shows you how to: Identify your customer-owners; Delight them by consistently exceeding their expectations in ways they truly value; Foster an ownership culture throughout your company; Measure and grow your “ownership quotient” among customers and employees.
Balanced Scorecard Step-by-Step: Maximizing Performance and Maintaining Results by Paul R. Niven
Sharing his extensive experience in developing Balanced Scorecards for Fortune 500, public sector, and not-for-profit organizations, Paul Niven takes you through the complete Balanced Scorecard journey—from creating powerful new performance measures that drive the execution of your strategy, to the tools necessary to make the Scorecard the cornerstone of your management processes. Whether you are a CEO, CFO, CIO, a vice president, a division or department manager, or a business consultant, Balanced Scorecard Step-by-Step allows you to efficiently execute your organization’s strategy and successfully compete in today’s business environment.
Flight of the Buffalo: Soaring to Excellence, Learning to Let Employees Lead by James A. Belasco and Ralph C. Stayer
Flight of the Buffalo presents a management program that encourages employee leadership – which the authors believe today’s companies must have more of if they are to survive the coming decades.
The EVA Challenge: Implementing Value-Added Change in an Organization by Joel M. Stern, John S. Shiely, & Irwin Ross
This detailed “how-to” guide represents the second phase in the “EVA Revolution,” showing executives around the world how to customize and implement EVA at their companies. Here, EVA converts learn how to work some “EVA magic” through company-specific initiatives and case study examples. Coverage includes completely new materials on “real options,” leveraged stock options, and other concepts critical to corporations in both new and old economy industry sectors.
Alignment: Using the Balanced Scorecard to Create Corporate Synergies by Robert S. Kaplan and David P. Norton
Most organizations consist of multiple business and support units, each populated by highly trained, experienced executives. But often the efforts of individual units are not coordinated, resulting in conflicts, lost opportunities, and diminished performance. Robert S. Kaplan and David P. Norton argue that the responsibility for this critical alignment lies with corporate headquarters. In this book, the authors apply their revolutionary Balanced Scorecard management system to corporate-level strategy, revealing how highly successful enterprises achieve powerful synergies by explicitly defining corporate headquarters’ role in setting, coordinating, and overseeing organizational strategy.
Balanced Scorecard Diagnostics: Maintaining Maximum Performance by Paul R. Niven
Presenting the next step for balanced scorecard implementation, Balanced Scorecard Diagnostics provides a step-by-step methodology for analyzing the effectiveness of a company’s balanced scorecard and the tools to reevaluate balanced scorecard measures to drive maximum performance. CEOs, CFOs, CIOs, vice presidents, department managers, and business consultants will find all the essential tools for analyzing a balanced scorecard methodology to determine if it’s running at maximum performance and for seamlessly implementing changes into the scorecard.
EVA and Value-Based Management: A Practical Guide to Implementation by S. David Young and Stephen F. O’Byrne
Economic Value Added (EVA) and Value Based Management (VBM) are today’s hottest management buzzwords. But written information has often been biased and clouded by the authors’ hidden agendas. EVA and Value-Based Management is the first book to unflinchingly discuss the pros and cons of EVA and VBM. Covering both implementation and conceptual issues, with a strong emphasis on performance measurement, value drivers, and management compensation, it allows readers to come to their own informed conclusions.
Six Sigma: The Breakthrough Management Strategy Revolutionizing the World’s Top Corporations by Mikel Harry, PhD, and Richard Schroeder
The extraordinary breakthrough management program – heralded by GE, Motorola, and AlliedSignal – that is sweeping corporate America with its unprecedented ability to achieve superior financial results. Six Sigma is the most powerful breakthrough management tool ever devised, promising increased market share, cost reductions, and dramatic improvements in bottom-line profitability for companies of any size. The darling of Wall Street, it has become the mantra of Fortune 500 boardrooms around the world because it works.
Now, Discover Your Strengths by Marcus Buckingham and Donald O. Clifton
Based on a Gallup study of over two million people who have excelled in their careers, “Now, Discover Your Strengths” uses a revolutionary program to help readers discover their distinct talents and strengths. The product of a 25 year, multimillion-dollar effort to identify the most prevalent human talents, the StrengthsFinder program introduces 34 talents or “themes” and reveals how they can best be translated into personal and career success.
Go Put Your Strengths to Work: 6 Powerful Steps to Achieve Outstanding Performance by Marcus Buckingham
Research data show that most people do not come close to making full use of their assets at work – in fact, only 17 percent of the workforce believe they use all of their strengths on the job. Go Put Your Strengths to Work aims to change that through a six-step, six-week experience that will reveal the hidden dimensions of your strengths. Buckingham shows you how to seize control of your assets and rewrite your job description under the nose of your boss.
First, Break All the Rules: What the World’s Greatest Managers Do Differently by Marcus Buckingham and Curt Coffman
The greatest managers in the world seem to have little in common. Yet despite their differences, great managers share one common trait: They do not hesitate to break virtually every rule held sacred by conventional wisdom. They do not believe that, with enough training, a person can achieve anything he sets his mind to. They do not try to help people overcome their weaknesses. They consistently disregard the golden rule. And, yes, they even play favorites. This amazing book explains why.
A Sense of Urgency by John P. Kotter
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.
The Richest Man Who Ever Lived: King Solomon’s Secrets to Success, Wealth, and Happiness by Steven K. Scott
In The Richest Man Who Ever Lived, Scott reveals Solomon’s key for winning every race, explains how to resolve conflicts and turn enemies into allies, and discloses the five qualities essential to becoming a valued and admired person at work and in your personal life. Scott illustrates each of Solomon’s insights and strategies with anecdotes about his personal successes and failures, as well as those of such extraordinary people as Benjamin Franklin, Thomas Edison, Oprah Winfrey, Bill Gates, and Steven Spielberg.
The Service Profit Chain by James L. Heskett, W. Earl Sasser, and Leonard A. Schlesinger
In this pathbreaking book, world-renowned Harvard Business School service firm experts James L. Heskett, W. Earl Sasser, Jr. and Leonard A. Schlesinger reveal that leading companies stay on top by managing the service profit chain. Based on five years of painstaking research, the authors show how managers at American Express, Southwest Airlines, and other well-known companies employ a quantifiable set of relationships that directly links profit and growth to not only customer loyalty and satisfaction, but to employee loyalty, satisfaction, and productivity.