Among the companies that Pfeffer and Sutton say do it right: General Electric, the Men's Wearhouse, SAS Institute, Southwest Airlines, Toyota, and British Petroleum. The book, based on four years of research, is broken into chapters with titles such as "When Talk Substitutes for Action," "When Fear Prevents Acting on Knowledge," "When Internal Competition Turns Friends into Enemies," and "Turning Knowledge into Action." Each chapter contains tips on what to do and what to avoid, and provides examples of how a lethargic company culture can be transformed. The Knowing-Doing Gap is a useful how-to guide for managers looking to make changes. Yet, as Pfeffer and Sutton point out, it takes more than reading their book or discussing their recommendations. It takes action. --Dan Ring
Jeffrey Pfeffer and Robert Sutton, well-known authors and teachers, identify the causes of the knowing-doing gap and explain how to close it. The message is clear-firms that turn knowledge into action avoid the "smart talk trap." Executives must use plans, analysis, meetings, and presentations to inspire deeds, not as substitutes for action. Companies that act on their knowledge also eliminate fear, abolish destructive internal competition, measure what matters, and promote leaders who understand the work people do in their firms. The authors use examples from dozens of firms that show how some overcome the knowing-doing gap, why others try but fail, and how still others avoid the gap in the first place.
Consulting can be a most rewarding career--but being good at consulting is not always enough to keep your business profitable. The Consultant's Quick Start Guide offers a practical approach to setting up a consulting business. Throughout the guide, Elaine Biech--author of the best-selling The Business of Consulting--shares both her own secrets as well as those of numerous other successful consultants. With a focus on the business side of consulting, Biech takes you through a painless, fill-in-the-blanks, step-by-step process for setting up your consulting firm.
Make money in the business
Learn the skills you need to be a successful consultant with this indispensable guide!
Customer Reviews:
I can't believe I paid for this "book".......2007-10-22
This is my first review of any Amazon purchase.
This book is pre-basic. If you have no working knowledge of how even fundamental business is operated (such as opening up a checking account for business expenses), then you have no basis skill set to become a consultant...at least, not one that anyone will take seriously. This book could be wrapped up into one small magazine article in the back section of Glamour magazine.
Simple - Bordering Simplistic.......2005-11-07
Too simple, bordering simplistic. I would have hoped for some deeper advice addressed to people who are assumed to be more sophisticated and lettered than the average person.
Waste of Time and Money.......2004-09-23
This book is awful...a complete waste of time for anyone with half a brain...if you only have half a brain, feel free to buy it. It's overly simplistic, obvious, insultingly simple and unlikely to help a budding consultant make a dime. If you want REAL advise, pick up any of Alan Weiss's books.
Relatively worthless.......2004-06-25
Although Biech makes a number of good points in her text here, the vast majority of it can be chocked up to common sense. The workbook fill-in forms are nice if you're the sort of person that is so unorganized that you need your hand held at every step, but in all honesty if you fall into that category you probably shouldn't be thinking about a consulting career in the first place. Unfortunately I feel like their primary purpose is just to take up space, and make the book feel longer and more useful than it really is. If you boil this "quick start guide" down to the few pages that are actually worthwhile, you wouldn't even have enough pages to fill a pamphlet. Look elsewhere.
You could find better..........2003-07-02
Ok, so I wasn't impressed...
This book is definately good at one thing: it makes you think about some important issues of starting your own practice, and it has lots of assignments that I think may be useful. That earns it two stars.
However, what makes this book less useful than, say, "getting started in consulting" (A. Weiss), is the fact that there is no emphasis on creating value for your customer(and setting your fees based upon that value). What Biech is saying is actually that you should divide what you think you should earn in a year by the days you expect to work etc. So whether you help a client gain $50000 or $500000 added value should make no difference on your paycheck... Being value- oriented would help you wether we're talking about gaining clients, getting your fair pay or establishing business relationships. This book hardly touches the issue, even though it's important in so many areas of the business.
What I'm saying boils down to this: There being so many better books on the subject, I see no reason to buy this one. I did, and I'd rather have spent my money on something else.
Book Description
"Performance begins with focusing on outcomes instead of activities. In my experience, most people in most organizations most of the time do the reverse. They concentrate their efforts on the pursuit of activities instead of outcomes. As a result, they rarely set or achieve performance results that matter."
Today's performance challenges demand outcomes-both financial and nonfinancial-that must simultaneously benefit customers, shareholders, employees, and management. Therein lies a cycle of sustainable performance that functions as a framework to ensure your organization's goals are set, met, and balanced for today's business world.
Make Success Measurable! enables you to avoid activity-based goals that can go on indefinitely, and articulate aggressive outcome-based goals that are specific, measurable, achievable, relevant, and time-bound.
This is a how-to book, emphasizing outcomes as opposed to actions in setting goals. You'll learn how to: Set goals that matter to customers, shareholders, and funders. Set nonfinancial as well as financial goals and link them together. Understand and use outcome-based goals that support success while avoiding activity-based goals that produce failure. Select and use management disciplines needed to achieve your goals. Smith provides the what's and why's behind today's performance challenges and shows how to convert them into measurable concrete achievements.
Using an innovative approach, Smith divides each chapter into an explanatory Mindbook section and a practice Workbook section. The Mindbook sections provide descriptions and explain key concepts, frameworks, tools, and techniques. They seek to build your intellectual understanding of how to set and achieve the performance goals that matter.
The Workbook sections include detailed examples and exercises that you and your colleagues can use to practice the concepts, tools, and techniques put forth in the Mindbook section. Workbook exercises allow you to convert understanding into action-and action into results! "Doug Smith's work on performance and measurement has been an invaluable management resource for us. We believe that if you can't measure it, you can't improve it. Thanks to Doug, we can focus on the right measures to drive performance against today's many new and different challenges throughout our enterprise."-Leon Gorman, President, L.L. Bean, Inc.
"Make Success Measurable! is a practical and powerful step-by-step guide to setting and achieving the goals we all need to accomplish in a constantly changing and challenging world."-Charles Dolan, Chairman, Cablevision Systems Corporation.
"No one writes as clearly about today's key management issues as Doug Smith. Whether you're in a small eCommerce startup or a large, already established organization, the frameworks, tools, techniques, and exercises contained in this book are the only things you'll need to manage the performance that matters to your customers, your people, and your shareholders."-Steve Goldstein, CEO, eChores and former CEO, American Express Bank.
"Achieving results that matter-to donors and clients-is the true measure of success for any nonprofit organization. This book provides a thoughtful and extremely practical guide for setting goals and effectively meeting them. It is an absolutely indispensable tool for leaders and a model for good management."-Jenna Dorn, President, National Museum of Health.
Customer Reviews:
The Bottom Line of Success.......2002-08-12
Make Success Measurable! is definitely becoming the Bible at work. Very well written, and Smith's ideas are well-supported. We've received positive feedback from clients, and we've expanded our client base because of this good word-of-mouth. I strongly recommend Make Success Measurable! It's as good as Guerilla PR: Wired, which focuses on techniques to getting solid public relations coverage, especially nowadays.
Learn How to be SMART.......2000-10-05
You can rarely pick up a job description in the public or private sector that does not include a statement seeking "demonstrated experience and success working with the principles of quality management and a commitment to customer service." One of the cornerstones to quality management is the ability to focus on outcomes instead of activities.
Make Success Measurable is filled with practical techniques. Even more, it is a workbook, providing opportunities to apply new concepts to real work. Whether you want to be able to create more focus within your own work unit, be able to demonstrate tangible results to your manager, prioritize your own work by aligning your day to day activities with the most important initiatives, or coach customers who are seeking your expertise in developing performance measures, this book can help.
As a result of reading this book and trying the exercises, you should be able to:
1) Convert new visions, strategies, and directions into achievable outcome-based goals that can better yourself and others in your organization.
2) Set goals that are specific, measurable, aggressive, achievable, relevant, and time bound. (SMART Goals)
3) Set goals that matter to those expecting a return on their funding dollars.
4) Set goals that matter to you personally in terms of opportunities, rewards, and skills.
5) Choose from a variety of management disciplines to achieve your goals.
6) Set goals that matter to customers who want speed, quality, and prompt service.
Ten Management Principles for Leading Change.......2000-06-05
"I believe you will benefit from this book because the challenge of setting and achieving performance goals has become very confusing". Douglas K. Smith writes, "It has been more than 30 years since Peter Drucker wrote about the importance of managing for results. His work led to the widespread practice of management by objective. But an awful lot has happened in the past 30 years. The world of business and organizations has changed dramatically, turning many of Drucker's specifics (though not his wisdom) upside down. In the aftermath of total quality, customer service, time-based competition, strategic alliances, globalization, reengineering, core competencies, continuous improvement, innovation, teams, horizontal organization, benchmarking, best place to work, information technology, diversity, environmentalism, deregulation and reregulation, eCommerce, and privatization, those of us left standing in today's organizations are unsure about what performance goals and outcomes make the most difference and why. We know that setting performance goals is key to managing ourselves and others, but we no longer know how".
Douglas K. Smith organizes his book in four parts. In the first part (Chapters 1-4), he provides the background, concepts, tools, techniques, and frameworks you need to set specific outcome-based goals that matter to successfully navigate today's most pressing performance challenges. In the second part (Chapters 5-7), he focuses on helping you align and coordinate goals throughout your organization. In the third part (Chapters 8-10), he describes the management disciplines you need to achieve your goals and how to make choices among them. In the fourth part (Chapter 11), he concludes the book with a step-by-step design for building an outcomes management system in your organization.
In this context, in Chapter 10, he reviews the management disciplines you must understand in order to succeed in the face of change, and introduces the critical distinction between decision-diven change and behavior-driven change, and describes how to manage each successfully. Hence, he argues that most change efforts fall far short of their potential. Usually that's because leaders fail to address the deep behavioral changes they are seeking. And thus, he lists the following ten management principles as the heart of any successful change effort:
1. Keep performance results the primary objective of behavior and skill change.
2. Continually increase the number of individuals taking responsibility for their own change.
3. Make sure that each person always knows why his or her performance and change matters to the purpose and results of the whole organization.
4. Put people in a position to learn by doing and provide them with the information and support they need just in time to perform.
5. Embrace improvisation as the best path to both performance and change.
6. Use team performance to drive change whenever demanded.
7. Concentrate organizational designs on the work that people do, not on the decision-making authority they have.
8. Create and focus energy and meaningful language because these are the scarcest resources during periods of change.
9. Stimulate and sustain behavior-driven change by harmonizing initiatives throughout the organization.
10. Practice leadership based on the courage to live the change you wish to bring about.
Finally, he argues that if you expect others to change their behavior, you have to change yours. It's as simple and as hard as that.
I strongly recommend.
A useful and practical book........1999-11-27
This is one of those rare books that makes it points clearly and then guides your through exercises that reinforce its key messages.
I found the book incredibly helpful in preparing realistic plans that set you up for success. I have used it extensively to help me design major projects and I am well on my way toward measurable success on those goals.
Read this book and apply its lessons.......1999-03-04
Make Success Measurable tells you how to set business goals that matter for shareholders, customers, and employees. That is good advice, and it is backed up by "workbook" exercises that help you focus on what is really important. The "mindbook-workbook" format makes room for exercises that you can work on with your colleagues at the office. I found that the "mindbook" portion held my interest as an individual reader. I started getting REALLY interested about halfway through the book when Smith introduced the concept of "working arenas" - the different groupings of people (sometimes in multiple companies) that are necessary to achieve these goals. Smith explains that you need to shape your goals and methods to fit the appropriate working arena, rather than a pre-set corporate structure. If you work in a complex organization, you should read this book and apply its lessons.
I would compare Make Success Measurable very favorably to the Kaplan and Norton book on The Balanced Scorecard. The Balanced Scorecard tends to be vague and anecdotal on the subject of how to set measurable goals, and it is hard to finish. In contrast, Smith packs his book with original analysis and specific recommendations on topics like "Vertical versus Horizontal Management Disciplines" and "Injecting Creative and Personal Tension into Goals". The Balanced Scorecard presents a four way cause and effect chain from employees through process improvements, customers, and shareholders. Make Success Measurable presents a three way performance cycle as including employees who provide value to customers who provide rewards to shareholders...who provide rewards to employees and so on. The "process" piece doesn't appear in Smith's analysis, because focusing on process measures doesn't necessarily help anyone. In fact, it is a trap that can lead to meaningless work. Smith encourages us to focus on "outcomes" - measures that matter directly to employees, customers, and shareholders. This brings us quickly to reality and hopefully to consensus with our colleagues. Get real. Get this book.
Book Description
Must reading for academics and executives alike. Leading business scholar Chris Argyris helps readers understand why individuals and organizations are unable to learn from their action, then presents the steps that must be taken to change.
Customer Reviews:
Another attempt for racionality behind human behavior.......2000-12-11
I must confess I do not have psychological background. From my humble point of view, all books like this, look at "the good and rational background" of people. They have the premise that all the staff is doing their best but "strange forces" makes them not to get the optimum for the organization. So, the goal is overcoming those refraining forces. I do believe that behavior of people is headed for their own rational interest which is not always the best for the company. In adition, we are looking for rationality in behavior which is only part of the truth. Is not envy, jealousy, narrow-minded, stuborness and so on, part of human being behavior?. without them, we only have part of the great picture and so, remedies will not work properly. Apart from that, the book is well organized and explains clearly the models the author is working with and the methodology used. Premises are strong and goals interested which lead to good results (provided human being were not as they are).
The one book to read on ending office politices.......1997-07-01
Argyris cuts to the heart of why organizations go wrong with a combination of passion and precision. Several authors who have written about effective teams and organizations such as Peter Senge and Gerald (Jerry) Weinberg regard Argyris's work quite highly, and rightly so. While other authors talk about and round the problems and issues, Argyris creates models which show not just what people do, but how they think. Other books in the field of Organizational Design that I have looked at appear dry as dust next to Argris.
Readers should be cautioned, however, that Argyris is a academic and researcher -- reading his books requires work, but work well worth the effort.
- Cortlandt Wilson, Software Consultan
Book Description
A practical, inspirational, revolutionary guide to social innovation
Many of us have a deep desire to make the world around us a better place. But often our good intentions are undermined by the fear that we are so insignificant in the big scheme of things that nothing we can do will actually help feed the world’s hungry, fix the damage of a Hurricane Katrina or even get a healthy lunch program up and running in the local school. We tend to think that great social change is the province of heroes – an intimidating view of reality that keeps ordinary people on the couch. But extraordinary leaders such as Gandhi and even unlikely social activists such as Bob Geldof most often see themselves as harnessing the forces around them, rather than singlehandedly setting those forces in motion. The trick in any great social project – from the global fight against AIDS to working to eradicate poverty in a single Canadian city – is to stop looking at the discrete elements and start trying to understand the complex relationships between them. By studying fascinating real-life examples of social change through this systems-and-relationships lens, the authors of
Getting to Maybe tease out the rules of engagement between volunteers, leaders, organizations and circumstance – between individuals and what Shakespeare called “the tide in the affairs of men.”
Getting to Maybe applies the insights of complexity theory and harvests the experiences of a wide range of people and organizations – including the ministers behind the Boston Miracle (and its aftermath); the Grameen Bank, in which one man’s dream of micro-credit sparked a financial revolution for the world’s poor; the efforts of a Canadian clothing designer to help transform the lives of aboriginal women and children; and many more – to lay out a brand new way of thinking about making change in communities, in business, and in the world.
Customer Reviews:
250 pages of wisdom.......2007-09-02
This is an extraordinary book that changed my view of the world in the first 25 pages. While the main focus of the book is a set of principles and approaches to adopt if one is trying to make the world a better place, the principles can be applied more broadly to everyday life. The authors show how small interactions with complex systems can produce disproportionately significant results if one first understands the system, using examples such as Yunus's micro-lending in bangladesh.
Everyone should read this book.
Book Description
Written by three top consultants and trainers, Applied Strategic Planning shows managers and CEOs a clear, totally effective way to identify and implement strategic objectives.
Applied Strategic Planning surpasses other strategic planning models in many key areas, including:
- Emphasis on organizational culture
- Integration of business and functional plans
- Performance audits
- Gap analysis
- Values clarification
Goodstein, Nolan, and Pfeiffer take managers through all phases of the strategic planning process, including:
- How to determine if an organization is ready for strategic planing
- Effectively communicate a corporate vision
- Recognize the role of culture in changing strategic direction
- Understand the various roles of a consultant
- Write effective mission statements
- Create contingency plans
Containing charts, diagrams, and checklists along with illuminating examples from the authors, extensive consulting experience, and even cartoons that convey important points, Applied Strategic Planning lets managers at the helm navigate expertly through today's unpredictable business climate.
Customer Reviews:
Excellent Strategic Planning Book.......2006-08-01
While browsing through the strategy books, I saw it by chance. I went through the table of contents, hoping it might turn out to be the right one for me as a startup strategy manager. It indeed turned out to be an excellent book on strategic planning in respects of coverage, sequencing of chapters and examples given. I strongly recommend it to anyone who wants to make progress in strategic planning in a relatively short time.
I had to buy this book for a class.......2006-03-02
So, it wasn't exactly an "optional" purchase. It's a little dry, like a text book usually is. But information is overall good.
Applied Strategic Planning by Leonard D Goodstein, Timothy M.......2005-05-19
In Applied Strategic Planning, the authors give a comprehensive step-by-step guide to conducting applied strategic planning. They clearly demonstrate organisations' need for strategic planning. The book is different from other strategic planning models in some significant ways. The major differences are in the values scan, organisational culture, strategic business modelling and integrating business and functional plans. The authors emphasise the importance of application considerations and environmental monitoring as on-going processes throughout the planning period. The authors produced a high quality book that is an important reference source whenever I need to undertake strategic planning.
The book provides the reader with an overall understanding of the process of applied strategic planning and the required steps and technology for using the model in a strategic planning process. The strategic planning model covers application and implementation from the inception of the plan to the post-implementation phase, making it very practical.
The model involves nine sequential steps as well as two continuous functions, namely environmental monitoring and application considerations, that are involved at each of the sequential phases. The sequential steps are planning to plan, followed by values scan, then mission formulation followed by strategic business modelling. Performance audit and gap analysis follow, these two being different aspects of a single phase. The last three phases are integrating action plans, contingency planning and implementation.
I read the book because I would like to increase my proficiency in and knowledge of practical strategic planning and to sharpen my consultancy skills. The book is very practical and easy to follow. As a consultant, I should be able to use the methodology in the course to manage the planning process.
Applied strategic planning provides an appealing model for transforming organisations. The model is future focused and leadership driven. It involves all people in an organisation. It produces a plan that is detailed, comprehensive, understood and accepted, and has the potential to generate energising force to drive the transformation of an organisation.
After going through the book, I feel confident that I could act as a consultant for any organisation.
Very good, plus..........2003-06-24
This is a very good book. In addition to this, I recommend "Strategic Organizational Change" by Michael Beitler.
A sea of knowledge, one centimeter deep.......2000-08-25
This book widely specifies WHAT to do in strategic planning but it hardly explains HOW to do it. What I expect when reading this kind of topics is not the concept but rather the application procedures and practical techniques for implementing those concepts in an effective and innovative way. In consequence, I found this book repetitive and non productive for planning specialists. However it may serve a lot to beginners and students.
Book Description
From Business Strategy to IT Action gives companies of all sizes the tools to effectively link IT to business strategy and produce effective, actionable strategies for bottom-line results. The authors present CEOs, CFOs, CIOs, and IT managers with a powerful and accessible resource packed with such useful material as:
* The Strategy-to-Bottom-Line Value Chain, which integrates the management practices relating to planning, prioritization, alignment, and assessing a company's entire IT budget
* Methods for using IT Impact Management to establish IT culture and performance models for the business/IT connection
* The IT Improvement Zone, which quickly identifies where a company can focus its energies for maximum results
* And much more
Download Description
From Business Strategy to IT Action gives companies of all sizes the tools to effectively link IT to business strategy and produce effective, actionable strategies for bottom-line results. The authors present CEOs, CFOs, CIOs, and IT managers with a powerful and accessible resource packed with such useful material as:
* The Strategy-to-Bottom-Line Value Chain, which integrates the management practices relating to planning, prioritization, alignment, and assessing a company's entire IT budget
* Methods for using IT Impact Management to establish IT culture and performance models for the business/IT connection
* The IT Improvement Zone, which quickly identifies where a company can focus its energies for maximum results
* And much more
Customer Reviews:
Great book!.......2005-09-30
Only few words to say that this book was very useful to let me introduce a clear project portfolio framework in the enterprise in which I work (bank, IT department).
"Concrete", "Best practices" are the most "plus" of this book.
A very good book!
From Business Stratey to IT Action.......2004-04-10
Drawing from a wealth of success in balancing business requirements with IT solutions, the authors of "From Business Strategy to IT Action" have identified the elements required to keep IT budgets in-line with the overall goals of the business. As many IT managers know it is easy to get caught up in the swirl surrounding keeping the "lights on" and lose focus about using technology to bring value to the organization in ways that help achieve the goals necessary to move the organization forward. I particularly liked the chapter devoted to discussing the culture of an organization. As they point out, losing sight of the bottom-line is easy when organizations get hung up on the culture of the institution and continue to do things the old way rather than routinely evaluating the goals of the organization with an eye toward improvement. To quote them, "New Information Economics (NIE) is a set of practices and principles for moving from business strategy to IT action to bottom-line impact". To me this means staying focused on the business of the organization and not getting caught up in thinking that IT is in business for itself.
Bottom Line --> Results.......2004-03-17
This book provides solid, rational, and most importantly, actionable guidance for managers and executives faced with the challenge of identifying, evaluating, and prioritizing their IT spend. The authors provide a concise, structured framework which leads the reader through a step-by-step process to make reasoned decisions about both steady state ("lights on") expenditures and new project investments. The writing style is clear, fluid, and easily digestible. Each chapter includes fact-filled charts and diagrams to make the concepts come alive, along with a chapter summary, targeted questions, plus additional reading references. From defining goals, asking the penetrating "right questions," through charting a path to implementation, this truly is a guidebook to learning how to control spending while concurrently maximizing the impact on your bottom line. This book should be required reading before the beginning of your next planning cycle. Whether you've been in the IT business for a year, a decade or longer, you will undoubtedly benefit from the multiple layers of insight contained within this book. Note: I also recommend sales personnel absorb the concepts in this book -- if you understand how your customers are evaluating IT investment decisions, you can communicate the value your offerings will deliver in a manner which will better resonate with the decision maker.
One of the best books on the subject!.......2004-03-17
I've read a stack of books related to this subject, and this is one of two books that I think hit the bullseye and that I recommend to peers and clients (the other is Value-Driven IT Management, ISBN 0750659254).
What I most like about this book is the highly focused, clearly defined approach to transforming strategy into action. In fact, 'action' is the main characteristic of this book, both in writing pace and in the results you can achieve if you follow the map the authors provide. Chapter 1 leads you through defining your goals that links the strategy to your bottom line. This establishes the methodology that you'll follow through the rest of the book.
Each subsequent chapter is a milestone in the process of transforming strategy into action. What I like is the consistent format, which starts with "Ask the Right Questions", then listing steps, ending with a summary. More importantly, the bottom line remains the focus of this book from start to finish. This keeps the reader's attention on the goals, business issues and costs.
The topics covered in each step represent best practices that should be present in any organization that is mature enough to undertake a business-IT alignment. For example, portfolio management, prioritization techniques, and aligning to a value chain are addressed, In addition, the challenges faced by both business and IT are uncovered, with advice on how to meet them during the process. Finally, the book sets forth the transformation process in a well ordered sequence that will get you from inception to meeting all objectives if followed. The chapters on scoring and measurement are invaluable.
One topic that makes this book exceptionally valuable is the introduction of the Business Value Maturity Model™. This model, in my opinion, is the missing link in the quest for Business-IT alignment initiatives, and one that I hope gets wider dissemination than in this book. Other aspects of the book that I especially like include the excellent use of graphs and diagrams, and the absence of empty claims and theory. The material is clear, actionable and realistic. Think of this book as both a compass and blueprint. I cannot recommend this book strongly enough, particularly to organizations that are struggling with business-IT alignment.
Book Description
Leading in a Culture of Change: Personal Action Guide and Workbook is an essential companion to Michael Fullan's bestselling book, Leading in a Culture of Change. This practical guide is designed to help leaders in all sectors (corporate, education, public, and nonprofit) manage and drive productive change within their organizations.
The workbook is filled with illustrative case examples, exercises, and resources that you can use with individuals or groups. It will help you (and any change agent) integrate the five core competencies—attending to a broader moral purpose, keeping on top of the change process, cultivating relationships, sharing knowledge, and setting a vision and context for creating coherence in organizations—and empower you to deal with the issues of complex change.
Books:
- Love 'Em or Lose 'Em: Getting Good People to Stay (3rd Edition)
- Manufacturing the Future: A History of Western Electric
- Marketing Management (12th Edition) (Marketing Management)
- Mentor Manager, Mentor Parent: How to Develop Responsible People and Build Successful Relationships at Work and at Home
- Moon in a Dewdrop: Writings of Zen Master Dogen
- Napoleon Hill's A Year of Growing Rich: 52 Steps to Achieving Life's Rewards
- New Business Ventures And The Entrepreneur
- Norman Vincent Peale: Three Complete Books: The Power of Positive Thinking; The Positive Principle Today; Enthusiasm Makes the Difference
- Opening a Restaurant or Other Food Business Starter Kit: How to Prepare a Restaurant Business Plan and Feasibility Study
- Organizing from the Inside Out, second edition: The Foolproof System For Organizing Your Home, Your Office and Your Life
Books Index
Books Home
Recommended Books
- Beyond the Bubble: How to Keep the Real Estate Market in Perspective--and Profit No Matter What Happ
- Success Through a Positive Mental Attitude
- Emerging Markets: A Practical Guide for Corporations, Lenders, and Investors
- History: Fiction or Science
- Linked: How Everything Is Connected to Everything Else and What It Means
- Rio for Partiers: The visual travel guide to Rio de Janeiro
- Mostly on the Edge: An Autobiography
- Atomic Energy Costing
- Ending Poverty As We Know It: Guaranteeing a Right to a Job at a Living Wage
- Handbook of Edible Wild Plants and Weeds, Vol 1, Handbook
Strategy & Competition
| Management & Leadership
| Business & Investing
| Subjects
| Books
The Heart of Change: Real-Life Stories of How People Change Their Organizations
Our Iceberg Is Melting: Changing and Succeeding Under Any Conditions
Managing Transitions: Making the Most of Change
The Heart of Change Field Guide: Tools and Tactics for Leading Change in Your Organization
Execution: The Discipline of Getting Things Done
